enrolled in cleanpowersf. that would generate another $518 million over the same period, so another opportunity there. here's the base case pro forma. i think one of the things to point out is that all of the -- currently, all of the capital investment for clean power is modell modelled as revenue funded, cash funded. we are looking to seek a credit rating for the clean power enterprise that would allow us a little bit more financing flexibility. >> when is that going to happen? >> we're still working out exactly -- probably by the end of this calendar -- yes, the end of this calendar year. okay. so those are the financial

plans, and i will be returning to the capital plan and the two-year capital budget. so we covered these in great detail over our multiple public hearings. i'm just recapping them before we return them to you to consider them for voting. so the ten-year capital plan and the two-year budget development, you'll remember that i talked about the planning framework of prop e that requires ten-year capital plans. the first two years of the capital plan form the budget request. this is the first capital plan for cleanpowersf, really focusing on local build. and we went through a new quality review process with all of our capital plan submittals. amongst the three -- oh, sorry. amongst the three enterprises, you can see that waste water

represents the largest share of the $9 billion capital over the next ten years, which is why it's driving, and projecting the future bill. here is the ten-year capital plan compared to last year. there was an increase of will 4%, largely because of hetchy water and power, and there was a decrease in wastewater. now president caen, i think you pointed out that without a got of context, it's not particularly useful, but we went through all that context

in 12 hours of work. >> i called it academic. >> and then here's the two-year capital budget by enterprise, and it really parallels the change in the ten-year budget -- or the ten-year capital plan. so finally, these are the items, numb items. 13 is the adoption of the capital budget. 14 is the adoption of the ten-year capital plan, and item 15 is the adoption of the financial plan update. >> i'll move the item. >> second. >> which -- which item? >> we're going to do them separately, so we start with

item 13. would you like to do that? >> yes, i'll move item 13. >> do we have a second? >> oh, yes, second. >> second. >> public comment on item 13? seeing none, all those in favor? opposed? the motion carries. item 14, public comment on item 14. i do have two speaker cards. tom francis. >> tom francis. i'm the water resources manager for bosca. i provided you a written statement for bosca's support for the written c.i.p. i'll read from that. on january 28, 2020, bosca's c.e.o. provided a written statement regarding the c.i.p. and the associated two-year

budget, which you've just adopted. we're specifically dealing with the water enterprise and the hetch hetchy conditions. two important things to note in the c.e.o.'s statement. bosca pointed out that while additional staff is certainly needed to implement the c.i.p. as proposed, bosca's concerned that it will require an even greater number of internal staff and outside support to deliver these critical results on time. bosca's pleased that the commission response in response to that comment has been to direct staff to provide a implementation plan. bosca looks forward to that plan and interaction with the sfpu 2k4r0d task, and will anticipate it, with additional details, with the goal that the

staffing plan will address this critical concern. second, relative to one particular project, in bosca's statement of that date, we referenced the groundwater storage project. that was one of the key projects that remains to be funded. until the project is complete and the associated level of service goal met, bosca considers that the c.i.p. will still be open. the c.i.p. prepared is robust in nature. it -- and then bosca therefore supports the c.i.p. and associated two-year budget and recommends adoption by the

commission. that's it. thank you. >> thank you very much. peter druckmach. >> that's on item 15. >> oh, 15. you have 14. so i will call item 15. >> we need a vote on item 14, first. >> thank you. the motion for item 14. all those in favor? opposed? the motion carries. item 15. commissioners, any comments? >> i'll move the item. >> i'll second it. >> all right. peter, you would like to speak to this item. >> peter dreckmeier, t 4r0uolo

river trust. this will remain flat in ten years. now the number that's been bandied out a lot is 265 m.g.d. by 2040. that's a 27% increase on what it is today, 192. if you assume it's going to be half in the next five years, that's 13.5%. but this report says on average

it's probably going to remain flat. so that's a pretty big discrepancy, and i hope you'll ask some questions on that. if this plan is adopted, you'll go on record saying essentially, we don't expect demand to increase in the next ten years, and yi would hope t hear that reflected in the next few years because demand has a huge impact on water supply. thank you. >> thank you. any other public comments on this item? >> let me just ask, would y mr, would you like to address the discrepancies? >> steve ritchie. so the p.u.c. generally works with two sets of projections.

one developed for development purposes, and one is developed for water supply purposes, and they are different for their purposes in that on the financial side, it pays to underestimate to make sure that rates are properly set to account for all the costs that are coming up. we can't be in a position of having a larger than demand numbers show up without having set rates in a way that reflects that you need to cover all the requests or activities for doing. the water supply projections are the ones that are done primarily in anticipation of the planned growth in the service area, and they generally tend to be on the higher side because they're trying to make sure you do have enough supply and you don't run out of supply. so by their very nature, their

directions tend to diverge on that very fundamental point because we don't want to run out of water, and we don't want to run out of funding. we've had lots of conversations about this. it's always been this way. water agencies have this issue. you can't just use one set of projections on that and be wrong either way. >> thank you. and i think what it does -- the other things that's different of the two projections is the time frame. >> that's correct. >> if your financial projections is right for a cup of years but wrong for 20, you can adjust. on the water supply side, because it takes ten or 20 or more years to develop supplies, you're thinking in different terms, and the risk picture

changes. so i think there's good reason for those numbers to be different, and i would not suggest that one number should be used when we talk about the other purpose. it does, however -- i mean, our experience to date is relevant, and the chart that mr. dreckmeier put up earlier, i chuckled when i saw it because it's been the history of those that try to project things are always wrong, and the trend is down. >> that's correct. >> so i think what we're dealing with is less a conflict -- it's not one number that one person's arguing one thing, and another person's arguing is another thing. i think it reflects the uncertainty and the mistakes that you're dealing with as you make those recommendations, those decisions. and it also does -- i think there is a real issue out there

as to what we think the long-term future of sustainable conservation is. i think that's a real issue, and that's not something that should be swept under, you know, the technicals, you know, of how we develop numbers. >> that's correct. and the other large variable there is the fate planned projections and growth bay area to the quicker legislation. sb 50 failed again this year, but the issue is not going away, urban growth in the bay area that we have to deal with one way or the other. and as the water supplier, we are going to follow the planning lead on that, and that's the reality we need to face. >> and like any number, you

need to know what goes into it and why. >> yep. >> thank you. >> so now, we will vote on item 15. all those in favor? opposed? the motion carries. madam secretary, could you please read item 12. >> item 12 is discussion and possible discussion to adopt the san francisco p.u.c.s buyenial project, biennial program attic project budget, and appropriate operating revenue funds for capital projects. >> as you all know, my daughter wor works in this department, and i will recuse myself to avoid a

conflict of interest. i just want you guys to know that i will always do this to avoid a conflict of interest. so miss vice president, could you preside? >> i will. item 12 has been read. mr. sandler, would you like to speak to this? >> no, actually, i'll start from here. i'll wait -- so wow. this is the last item. yeah, it's been a lot of effort in putting this budget together. i'll have my long arm, john scarpulla -- and so what i'll do is i'll give a recap of what the budget -- operating budget -- you know, it's 1.5

over $1.5 billion, and we're over 2600 employees. and so i will kind of go over the key themes and then eric already addressed the -- you know, the ten-year capital plan, ten-year financial plan, and two-year operating budget. but as eric said, we started this in the summer, 2019. we said we're going to start early because we want to put a lot of effort in. in doing that, we roughly estimated that we had 156 meetings amongst ourselves, and it -- probably more, because when they came up, we said okay, you had to live within the rates. so then, we went back and met again to bring these proposals back to make sure that our budget would be within our rates. and i just want to say, they

have done an excellent job of vetting, especially the budget team of these proposals because when they came before me, they were real vetted, they were vetted pretty well, and they were really great. the other thing is that you guys were engaged. 146 questions that we had to answer. hopefully, they were answered to your satisfaction. >> almost as many as me. >> yes a, and we want you to kw that once you adopt this item, we're going to submit it to the mayor's office, and then, the capital plan, we're going to submit it to the city's capital planning committee for their review, and then, the budget moves to the board of

supervisors where they'll review and approve our budget. now going through each one of those processes, there could be a possibility that these may be changed, and so we will definitely come back and let you know, but we're going to fight for everything that you approved in the budget, just to let you know. so i'd like to go over kind of a quick overview of the three budget themes that we talked about. i'll start by talking about utility of the future now. and you know, we're in full transition to become a utility of the future now. and it is especially true in the service area where technology is king, and our customers expect and deserve rapid, efficient services with the emphasis on equity. and i don't have -- we don't

have all the tools and resources to actually meet those expectations right now, but i think in this budget, that we're going to address a lot of our shortfalls. so to best meet our growing expectations from our customers, we're rolling out an innovative customer program such as cleanpowersf and hetch hetchy customer programs. we're also staffing a one-stop permit center with other city agencies. we also want to be the agency that customers want to come and talk, and we want to call them and engage with them, so we want to be that agency. we're also stepping up our engagement efforts as we are adding high value community engagement position to permanently staff a college hill learning garden. and then also -- which the

college hill learning garden supports 1,000 kids that goes to san francisco unified school district, so that's something that we're really proud of. and then, we're also pioneering innovative technology and practicing such as implementing cloud infrastructure and managing our biosolids in a way that benefit the environment. we're also utilizing technology to help us be more efficient and nimble in response to issues so we can better operator systems and more quickly response to any issues that impact our customers. we are dedicated to equity practices, and we are practicing what we preach by hiring an equity and inclusion manager to ensure that we have

a diverse workforce that reflects the community. finally, utility of the futures are transparent and accountable. that's why we're hiring a public record analyst and implementing a cybersecurity enhancement to ensure that all our customers' confidential information continues to remain safe and secure. the second budget theme is resiliency, and we're focused on continued high quality serve in light of the growing population, the impact of climate change, and increasing national disasters as well as increasing environmental regulations. we've done a lot of work in short and long-term infrastructure investments, but we have a lot more work to do to ensure we're able to

continue to provide our core services. seismic activity continues to be a major threat on our infrastructure. we're committing both capital projects and staff to expand and update the city emergency firefighting water supply systems. additionally, we're imp wi implementing a robust dam and water structure safety service to make sure that even after a seismic event, all our structures are safe. we're hiring wildfire mitigation staff and implementing wide range of vegetation management projects. to ensure that we have a resilient water supply in the face of increasing threats of drought, we're putting funding towards both near term and

long-term water supply to continue to diversefy our water supply. climate change means increasing precipitation variability. we're seeing fast and strong storm surge hitting our cities more frequently. we are scaling up our green infrastructure programs and continuing to fund or flood programatic solutions. we are making sure that we have highly skilled and highly trained workforce to manage our old and new assets alike. finally, we're increasing our power supply budget and implementing budget distribution projects. there will ensure that we're able to procure and distribute the clean power that we need to supply reliably and cost effective energy to our

approximately 38 240ur0,000 customers. the city we do to everything here at the p.u.c. is a diverse and competent workforce. in the previous two budget themes that i talked about, you saw that the proposals were based on the people, such as mitigation staff, and focus on diversity at work. in order to meet our goals and facing the growing challenges of a 24-7 workforce, we must have a growing staff or our agency will not be what it is today. as such, this is more a budget

about people. and justine henderlighter, she did a great job of explaining the hiring and retention challenges that we're facing. these challenges are only going to get more difficult as the number of retire eligibility staff grows. that's why we're asking for staff for critical functions like e.e.o. to speed up the hiring and recruitment process. we also need to retain our employees and support the career development, as well. so one of the top priorities for this budget cycle is to ensure that core functions are staffed by permanent employees. i ask our entire executive teams to take a lohard look at

their organization staff to look at where staff are working on and should be permanent. we have 23505 positions that we proposing to convert to permanent. while the number of p.u.c. facilities has grown significantly over the last four years, we've only been authorized at 13 new positions. for example, we used to have one groundwater well. now we have 14. we used to have eight treatment plants. now we have 16. we must have new staff to man or to -- to respond to these new facilities. we also have new programs, such as cleanpowersf or school led inspection programs. not keeping pace with the growth has resulted in some of

these core operations to fall short. we need to increase our staffing on baseline programs such as stormwater management, streetlight programs. we must appropriately staff these programs to be successful. in addition, we haven't been able to keep pace with properly staffing our capital programs to ensure capital projects are efficiently managed and that we are implementing thorough financial planning, we are increasing capital projects support staff in light of the sewer projects that are moving forward. again, i can't reiterate enough that our staff are our most important asset, and i'm proud that this budget proposal focuses largely on them.

and so that's to really kind of put the budget in the theme, and i'll have eric talk a little more detail about our operating budget. >> thank you, general manager kelly. commissioners, i've got to get to the right page. okay. as the general manager mentioned, and as you've experienced, this budget has gone -- there's been a lot that's gone into developing the budget and vetting the budget. i'd just point out that earlier in your agenda, in the communications items, there was the record of all of your questions and answers as well as the technology information that was provided, which was part of this record for the budget adoption. one of the other things i wanted to highlight was that in

december 2019, supervisor fewer sponsored and the board acted on a budget transparency resolution. it provides the public opportunities to comment on it, but that's not the case of many departments. so there were a number of requirements of that ordinance, and i just want to point it out here. budget information -- sorry. >> i just want to say that we may do that, but we -- i think we can do a better job. we have maybe two people, two people of the public there. and so, i mean, i don't want to burst our bubble, because it's not only participation of the public, but it's at 1:30 in the afternoon, so we could do a

little bit about public participation. >> certainly. so the requirements are that you hold at least one public meeting. [inaudible] >> we had five. the budget information is to be broken up by each diversion within the agency, and we provided that in what was delivered and posted for the commission. the major changes are supposed to be highlighted, which we've done and will recap here. service level changes are supposed to be identified and highlighted, and the general manager talked about a number of those service level issues. we're supposed to talk about projected salary savings, which is essentially, of your authorized position, there's a certain number of them that at any given point in time will not be occupied, and so there's a reduction against your budget. >> yeah. i just want to point out that we get a lot of folks who watch

this on t.v., so just -- we're televised, so we get a lot of folks who respond to stuff that we've said on t.v., so i just wanted to -- >> we don't have any way of doing it, but maybe we could also consider having one in the evening at some point. >> mm-hmm. >> and then -- so that's the compliance with the budget transparency initiative. just to recap, this is our combined two-year budget, by uses, by enterprise. we have a $1.45 billion for

2021 and and 1$1.45 billion fo 2022. debt service and revenue funded capital account for a net increase, as well, and the cost of living increases associated for labor and nonlabor are approximately about 17$17.

$17.5 million and $11 million respectively. this was provided you in the answers, but you can see the budget by project positions. this is the combined two-year period, and you can see where those conditions are going to progr programmat kr programmatically. making do with the resources that we have. and finally, present the item -- the operating budget

for your consideration. >> one thing, on the questions that we had put out there, there was the issue about being able to tell the story of how we have managed position increases over the years, and you provided, you know, some of the data for that. i think what's needed is less of an accounting exercise, what i'm looking for than a writing exercise that tells what the story is and supported by the numbers, but it's the story itself that's important. so i think that's a task that's ongoing for some cleanup on this and also maybe transfers over to the public information post. >> okay. >> commissioners, any further

questions on this? is this a motion to a -- is there a motion to approve item number 12, the operating budget? and before we take a motion, i just wanted to thank all the effort putting this together. 156 meetings is really something. thank you, everyone, for your input. it's been a remarkable process, and just want to thank everyone for their effort. >> i think we wore carlos out. >> we wore carlos out. it's that 154th meeting, and i'm out of here. >> this is something where we had more citizens, so they could really see and understand what goes on, and what we do, and where their water comes

from, and what it takes to deliver the product that we have, and i just want more people to see and be aware of it. >> so is there a motion? >> so moved. >> second? >> second. >> public comment? >> public comment on this item? seeing none, all those in favor? opposed? motion carries. congratulations. >> that was good. >> thank you.

>>. >> i just want to thank you for adding all this. >> okay. item 16. >> item 16, authorize the general manager to execute a memorandum of understanding with the real estate division of the city and county of san

francisco at a cost of $500,000. >> i'll move this item. >> second. >> all in favor? opposed? the motion carries. so, madam secretary, please read the closed calendar. [agenda item read] . >> good. any public comment on the

matters to be addressed during closed session? may i have a motion on whether to assert? >> move to assert. >> second. >> all those in favor? opposed?

positiomotion carries. this meeting is adjourned at >> first of all, happy new year. it's definitely it is definitely a happy new year indeed for so many people who rely on access to safe, affordable housing in san francisco. it is our number one priority.

when we look at the challenges that we face with homelessness and we are wondering why aren't we able to do more, it is because we need to make sure that we have housing, we have opportunities to do more. it is why i'm committed to opening up 1,000 new shelter beds to get people off the streets. it is why i'm committed to master leasing so many buildings that might be available like the abigail hotel where we are standing in, where we have access to 62 new units that will help people who are formerly homeless get a great and safe and affordable place to call home without the social services , so it's not as expensive as someone who might need a lot more support and wraparound services. this is what some of us call in this world step up housing because sadly we know there are people who will -- the goal is

to understand what the challenges are. do they need assistance with mental health? do they need assistance with their addiction? do they need assistance just to get a job and get back on their feet? often times, if we are able to transition them out of the shelter, it's usually into supportive housing where there is a network of people who are there to provide wraparound supportive services to get them back on their feet. and the great thing about the bristol in places like the abigail which we are here in today, is those people have benefited from incredible programs and are ready to move on with their lives and are not in need of the social services that they want or are in need of that is great. we have to make sure they have opportunities to move to the next level. that is what today is all about.

and really focusing on providing opportunities for people to step up and be in attendance and to be able to take care of themselves is important. we know affordability is challenging. it takes a village to make opportunities like this possible thankfully here in san francisco we are making investments in acquiring as many units as we possibly can to provide these opportunities. it does take partners like tipping point and daniel is here today who has been an incredible partner in raising the money and investing it and providing opportunities for people to get help. today is an opportunity to do just that. let me just say that it's not just about the abigail where we have 62 units. we are going to be opening another place of 89 units at

coast street which will be managed by the episcopal community services. one of our leading housing providers. and there are people there who are sadly in our shelters and will be able to transition to those units. that will make room for more people. i think that is what is great about the system that we are setting up and all the amazing partners that continue to work with us to provide these incredible opportunities, and importantly, the building owners deepak patel and sam patel, thank you so much for supporting and working with us here in the city to allow us to work with you to get access to these buildings and thank you to all the service providers and the tenderloin housing clinic. i know randy shaw couldn't make it here today, but he is a firm believer in step up housing and he has been fighting hard for a long time to make this a reality for people.

so when people talk about san francisco and the fact that, you know, there's homelessness, there's challenges of homelessness, we know that. it is not unique to san francisco. it is happening all over the state of california. the fact is, we had not done enough to build housing so that we have what we need to get people housed. we just haven't. so here in the city we are lucky because people care about making sure people are housed. the 600 million-dollar affordable housing bond passed by voters will be a great opportunity to invest in building more affordable housing , but we can't build it fast enough. so having access to the abigail, having access to the post street -- post street site and the bristol where there is another step up housing, those are so important to getting people housed now. so i just want to thank everyone who is here today and all of

your work that sometimes escapes under the radar and people are not completely familiar with everything that goes into making an opportunity like this possible. it is appreciated, it's going to make a difference for 89 people at post street and 62 people right here at the abigail. it's going to make a difference for so many people and i'm so grateful we have this opportunity to do just that today. how the person who has helped in our efforts to move the needle on homelessness, who probably every time i call him, and i tell him about somebody, he not only knows the name of that person, with the whole story about their medical history and family, and when they came here and everything else, believe it or not, it's a tough job to manage our homeless department in san francisco, but jeff kaczynski does it because he cares and because he knows that

last year when we helped 2,000 people exit homelessness, that's 2,146 people that are not sleeping on our streets tonight and that matters. ladies and gentlemen, the director of the office of homelessness here in san francisco, jeff kaczynski. [applause] >> thank you, mare breed, for those kind words and thank you for your leadership to expand critical resources that we desperately need to help people living in crisis on our streets. she understands that shelters are only part of the solution. we have to create housing opportunities are all types of low income households, especially for people who are experiencing homelessness. every single night, the city houses nearly 10,000 formerly homeless people and every week we help 50 people of -- permanently exit homelessness.

however, for every person we help exit homelessness, there's three newly homeless people coming behind them. obviously we have a lot more work to do. housing is a big part of the solution to homelessness. and thank you to mayor breed's focus on leadership on this issue, we have 1700 units of housing and housing subsidies in the pipeline in addition to those that we are celebrating here today. there's a lot more of these openings to come. it's also really important to remember that behind all of these numbers are people. each person with lived experience, each person who has struggled with homelessness has a unique story. however, the one thing they all have in common is resilience and courage and taking the steps to move beyond homelessness. it's hard work and it's a challenge and it is a great honor for myself and for my colleagues to play a part, a small part really, in helping people overcome homelessness by bringing buildings like the abigail and the post online.

doing this work, i don't want to diminish how hard it is, because it is tremendously difficult, it takes a lot of people, a lot of leadership, a lot of hard work, a lot of funding, so in addition to the mayor, i want to thank other people that she already mentioned, but i want to thank them as well. of course, i want to thank daniel from tipping point. tipping point community is contributing $3 million towards opening the next 300 units of housing including these two sights. we're very grateful for the support that they have given, and also want to thank not only deepak and sam patel, the owners of the post on the abigail. there is more than 3,000 privately owned units that were masterly -- we are master leasing throughout the city. they're responsible for nearly half of the permanent supportive housing in the city and they are unsung heroes and very important partners. i want to thank them and their colleagues and all of the owners of the board for the 3,000 units

that the city is master leasing. and i want to acknowledge all the amazing staff who have worked on this issue, all of my colleagues at the department of homelessness and supportive housing, my colleagues at the mayor's office, the city attorney's office, the mayor's office of community development, the real estate department, all of these staff work tiredly -- tirelessly on these projects. before i took this job, i spent most of my career running affordable and supportive housing in texas and in california and i know how hard it is to operate buildings like this and to do the work and turn housing unit into a home for somebody who was experiencing homelessness. these sites operate 24/7 and the nonprofit organizations that run them do an amazing job of helping the people who are struggling to exit homelessness or to move on from permanent supportive housing to be successful and to become their

best selves. i especially want to acknowledge and thank beth stokes from the episcopal community services and everybody who is here. tabitha and randy who couldn't be here from tenderloin housing clinic. they do an incredible amount of work making these projects happen and we are grateful to them and to everybody else who is part of this. thank you for being here today. >> thank you, jeff. again, as i said, we can't do it alone. we are fortunate to have an incredible partner in tipping point, and tipping point provided $3 million to help make this possible, which moves this project along sooner rather than later and to speak on behalf of to think -- tipping point is daniel. >> thank you. thank you to everyone who is making this work possible. we started tipping .15 years ago with a promise to invest in the best solutions that prevent poverty, including housing,

early childhood education, and employment. the silver lining to the homelessness crisis that we outlined is we know that -- what it takes to get people housed. that is permanent, supportive housing and it works. over 85% of people who enter permanent supportive housing never experience homelessness again. the opening of the post and the abigail exemplifies the role that philanthropy can play in supporting effective solutions in partnership with the mayor and the city department. tipping point is providing $3 million in flexible dollars for a wide range of needs from apartment repairs to new furniture. these are funds that service providers can use to do whatever it takes to get units online fast. mayor breed, thank you for your leadership and your commitment to this issue. i want also think the tenderloin

neighborhood development association for your tireless work on behalf of our most vulnerable neighbors. i want to thank everyone who is saying yes to solutions. we can do this, but it will take all of. thank you very much. >> thank you, daniel. randy shaw has been a serious advocate for step up housing and i'm really excited that we are partnering on the abigail to make this possible. we also partnered on the bristol , and so these are two incredible properties for step up housing. here to represent tenderloin housing clinic, since randy couldn't be here is tabitha. >> randy sends his regrets. he really wanted to be here today. this is a really special project to him, a special building to him. he counts stories of the history of this building and him as an

organizer in 1980 when he organized residents in this building to prevent the then owners from starting a bed-and-breakfast in this building and they were successful in doing that. he has very fond memories of that project and his work with this building. we are really excited to partner with h.s.h. and the city to open some additional step up housing. this is a really beautiful building. sixty-two units, all bathrooms. we will have a nice community kitchen and laundry room and community room for the residents here. i also want to thank deepak, the owner, for this partnership and h.s.h. and the mayor for providing this opportunity for the residents that will get to move into this building. and then i also internally really want to thank our director of facilities who has spent countless hours on lots of time already on her work making

sure that this building is a success in making sure that this building is going to be a wonderful building for the residents that move in. thank you. >> it is also really great to open up places like this because they provide opportunities, and almost every time we do it, episcopal community services, they are always at the forefront of not only helping with properties like this, but some of our shelters and navigation centers, and so we are grateful for their partnership and their work. here to represent the organization is beth. >> thank you, mayor breed. i got an e-mail last week during the holiday week to see if i was available to participate in an announcement of 150 new homes. i was delighted. i was super excited to start the year off in 2020 with the

announcement of new homes for our unhoused community members in san francisco. it is a great way to start the year. i'm so happy to be here for this announcement. i want to thank everybody who invited us to be part of the celebration and for the opening of the abigail and the post. it's truly a celebration of homes. i want to stress that. i want to thank the mayor for her continued leadership and unwavering commitment toward proven solutions towards ending homelessness in san francisco. it really takes vision and it takes a community. thank you. housing ends homelessness, right we know this. yet supportive housing is a proven intervention for the most vulnerable, chronically unhoused in our community. providing needed housing and stability for folks to address they're overall health and wellness. quite simply, supportive housing is healthcare. i say that all the time.

it effectively reduces emergency room visits, we know this, inpatient hospitalizations for our highest need neighbors who are living in homelessness today supportive housing works, as daniel said. again, we really believe this and we know it's proven. power board and our staff that are here thank you for being here and we are are super excited to partner with mayor breed and h.s.h. and sam patel. thank you. eighty-nine solutions to ending chronic homelessness in san francisco. thank you so very much. >> thank you. today we have a resident of the bristol, mitch, who wants to talk about his experience and why this is so important. >> good afternoon. i'm a tenant at the bristol hotel and i would like to emphasize that supportive housing does work. i was in supportive housing for seven years and i got the opportunity to move to a newly

remodelled bristol hotel. i love it. it's a home for me. i don't expect to leave anytime soon. i'm very happy with the whole process. and anybody who gets step up housing like the abigail is very lucky. thank you. >> thank you. thank you, everyone else for being here today and all the folks who helped to make this possible. again, the solution, as beth said to ending homelessness, is housing. it takes opportunities like this , it takes building faster, and thinking about ways that we can get more creative to get more access to opportunities so we can get people off the streets and we can keep people who are vulnerable housed in the first place. that is our goal. that is the opportunity we are providing today, and i want to thank each and every one of you for being here. thank you so much. [applause]

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