>> good morning. the meeting will come to order. welcome to the thursday, january 28th meeting of the public safety and neighborhood servies committee. i'm supervisor mar, the chair.

and i'm joined by vice chair stefani. thank you to the committee's clerk john caroll. i'd like to thank sfgov tv. >> in order to protect the board, public during the covid-19 emergency, the board of supervisors chamber and committee room are closed taken pursuant to various local, state and federal orders. declarations and directives, excuse me. committee members will attend this meeting through video conference and participate as if they're physically present. public comment will be available on the agenda. channel 26 and www.sfgov.org is streaming. your opportunity to provide public comment will be available by calling 415-655-0001. once you're connected and prompted, you should enter

today's meeting i.d. the i.d. for today's meeting is 1462673919. following that, you press the pound symbol twice to be connected to the meeting. when you're connected, you'll hear the meeting discussingses but your line will be muted and in listen mode only. when your meeting comes up, dial star 3. the speaker prompt will indicate you've raised your hand. wait until the system indicates you're unmuted and you may begin comments. best practices is call from a quiet location to speak clearly and slowly and turn down your television or streaming device. there be discrepancies we may encounter between live streaming. you may submit public comment on today's agenda to email me, john caroll, the clerk of the public safety and neighborhood servies

committee. my email is john.carroll@sfgov. . your written comments may be send to our office to 1 dr. carlton b goodman place room 244, san francisco, california, 91402. if you need reference for this information, you can consult the agenda. where all of the contact information is listed for you. and finally, mr. chair, items will appear on the board of supervisors agenda of february 9, 2021 unless otherwise stated. >> supervisor mar: thank you, mr. clerk. could you call item one. >> clerk: agenda one is hearing to consider transfer of type-21 off-sale general beer, wine, and

distilled spirits liquor license to grocery outlet, inc. doing business as grocery outlet. members of the public who wish to provide public should call 41-565-5001 and enter the i.d. of 1462673919 and press the pound symbol twice. the prompt will indicate you raised your hand. wait until the system indicates you're unmuted and you may begin your comments. mr. chair. >> supervisor mar: thank you, mr. clerk. we're going to hear from the liaison unit. we have officer here to prepped the report. >> good morning. you have before you have before you for a grocery outlet

applying for type-21 license. this would allow them to sell off-sale beer, wine and distrilled spirits. there are no letters of protest. they're located plot 328, considered high crime. they're in census track 9809 considered high saturation area. the station has no opposition. a.u.l. recommends approval with the following conditions. number one, sales, service, and consumption of alcoholic beverages should be permitted only between the hours of 7:00 a.m. and 11:00 p.m. each day of the week. number two, the sale of distrilled spirits in size smaller than 200 millimeter is strictly prohibited. number three, beer, malt beverages and wine coolers in containers of 16 ounces or less cannot be sold by single containers from a refrigerator, cooler, but must be sold in manufactured pre-packaged multiunit quantities. the restriction apply to say beer not sold or marketed by the

manufacturer in a multiunit package quantity. and finally, number four, petitioner shall actively monitor the area to prevent the loitering of persons on any property adjacent to the licensed premise on 253. and as of december 17th, the licensee agreed to those conditions. >> supervisor mar: thank you so much, officer. next, we're going to hear from the applicants, justin zucker and darius terachi. >> good morning. the grocery outlet operations owner is available for questions. we're excited to be here before you for the public convenience and necessity request for type-21 license for a new

grocery outlet in the bay view, which has been a food desert since the closure of the smart and final in the same location early 2019. the grocery outlet will occupy the site of the former smart and final, which itself had a type-21 license. allowing grocery outlet to have a type-21 license would be in line with what the residents in the neighborhood got used to with the smart and final. due to the transfer of the alcohol license after 90 days smart and final closure, there must be convenience and necessity. the grocery outlet seeks type 21 license to complement its offerings to be a full-service grocery store reducing the need for residents to drive distances to maintain basic daily necessities while being able to obtain alcoholic beverages. in a time when shopping has become a high risk activity and going to the market requires individual to say armour up and protect themselves from covid-19, which i'm hearing requires now two masks, reducing

the number of places residents need to patronize, would be a good outcome. the grocery outlet will have security measures in place as mentioned by the police officer. and support of the department. and as mentioned, no opposition to the project has been received today. that concludes my presentation. we're available for any questions. >> supervisor mar: thank you so much, mr. zucker. i don't have any questions. do you have any questions? great, seeing none, why don't we go to public comment on this item. mr. clerk, are there callers on the line? >> clerk: thank you. operations is checking to see if we have callers in the queue. please let us know if we have callers who are ready. for those of you who connected to the meeting by phone, press

star 3 to be added to the queue. those on hold, wait until you're prompted to begin. you'll hear a prompt that your line has been unmuted. those watching on cable channel 26 or streaming link or www.sfgovtv.org, if you wish to speak, call in now following the instructions which should be displaying on your screen. i'll repeat them. you would lisle 415-655-0001. enter the meeting i.d. for today, 1462673919. press the pound symbol twice. and then press star followed by 3 to enter the queue to speak. do we have callers for agenda item number one? >> mr. chair, we have no callers in the queue. >> supervisor mar: thank you. operations, public comment is now closed. i understand that supervisor walton is supportive of this license transfer in his

district. so given that, and also the testimony provided by the a.l.u. and applicant, i would like to move that we direct the clerk to prepare a resolution determining that public convenience or necessity will be served by the issuance of a type-21 off-sale liquor license to grocery outlet at 355 bayshore. secondly, i move that the resolution incorporates the four conditions recommended by the sfph alu. and finally, i move that we send the resolution to the full board with positive recommendation. mr. clerk, can you please call roll. >> clerk: on the resolution that the public will be served by the service premise, and that that resolution be recommended to the board of supervisors for february 9th consideration

vice -- [roll-call] >> clerk: mr. chair, there are three ayes. >> supervisor mar: thank you. mr. clerk, can you call item number two. >> clerk: agenda two is ordinance amendmenting the police code for right to reemployment for certain employees laid off due to covid-19. if their employer seeks to fill the same position held by a laid-off employee or similar position and reasonably accommodate employees who cannot work because of family hardship. members of the public which wish to comment should call the public comment number. i'll revideopeat the number, 415-655-0001. . following that, enter i.d. 1462673919. press pound symbol twice to connect to the meeting and star key followed by number 3 to enter the queue to speak. the system will indicate you raised your hand. you may begin your comments.

mr. chair. >> supervisor mar: thank you, mr. clerk. colleagues, the back to work ordinance is an ordinance that would codify policies in effect and through last july through the emergency ordinance reenacted by the board of supervisors and reenacted three times. simply, this ordinance ask that larger employers re-hire rather than replace their laid-off workers. we know workers who lose jobs involuntary have worse health outcomes and reduced life expectancy. prolonged unemployment can suppress wages and earning potential. this impacts workers of color, the right to reemployment offer helps thousands of workers as it does codified in collective bargaining agreements across the country. and now in effect for nonunion

employees of larger employers in san francisco through our emergency ordinance. laid-off workers have the right of first refusal for their jobs if or when their former employer reopens and rehires. hiring is prioritized by seniority for each job classification. if a former employee's position is not retired, they will be offered any other similar position they are qualified for. it requires employers to provide notice to the city of lay-offs, maintain records of laid-off workers and provide information on city resources. it covers employers with 100 or more employees who lay often or more eligible workers within a 30 day period. eligible employees are laid off 90 days or longer because of the public health emergency. all small businesses and healthcare operation employers are exempt, as are independent

contractors, employees covered by collective bargaining agreements and employees with severance agreements or committed misconduct discovered after lay-off. based on feedback for the emergency version of the ordinance, we made a series of amendments. many amendments were based on feedback from the small business commission and chamber of commerce. the prior amendments that we've made include exempting employers with fewer than 100 employees, exempting healthcare operations employers, removing the 90-day retention requirement. adding an employee misconduct carve out for the reemployment offer, carving out employees with severance agreements, removing all of the employ option requirements, the biggest administrative burdens. offering employment notification by email before mailing. requires mailing only if email

and text is not an option. and streamlines the process. we authorized olcs to issue regulations and do rule making. and finally, we directed lay-off and reemployment notifications to oawd and replaces the hotline included in the employee notification with one already managed by oawd. now, since then, we've made some additional changes for this, the regular version of the ordinance. we updated the employee definition. the definition in the regular ordinance is based on the term used in state labor code. wage orders, and regulations. which in turn is also used in the city's minimum wage ordinance, the healthcare security ordinance, and the paid sick leave ordinance. under the emergency ordinance as well as the regular ordinance, if enacted, if an employer is an employer under san francisco

minimum wage law, they are covered. those apply to employers 100 or more employees regardless was location. in short, there's no intended substantive difference between the definitions. we simply changed the wording to be consistent with the wording of the definition in many labor laws in san francisco. and then, we also updated the rule making. they're receiving the notices in managing the hot line. so it made sense to also shift rule making responsibilities and abilities from olsc to the office of economic and work force development. you know, we're going to have a presentation today from oawd on the implementation of the right to reemployment emergency ordinance. are you here? >> yes, supervisor. >> supervisor mar: great. thank you. the floor is yours.

>> thank you, chair mar, supervisors haney and stefani and the office of economic and work force development. i'm joined by our strategic initial director and business services director. and we're going to share information about the activities with the back to work ordinance, the right to reemployment ordinance as it's also referred to in the text. we're going share some of the outcomes. and some of the lessons learned and some of the feedback and experience with the ordinance to date. again, thank you for inviteing us to presented to. i'm going to go ahead and share the screen with some information here to help guide the conversation. i think we've got screen share take two.

maybe not. let's see here. i'm going to do it this way. looks like i can share -- here we go. take three, four, five. i'm going to go ahead and share an overview of notices received to date. and this is information as chair mar shared, this is a process whereby as we said when the ordinance was first proposed, we're here to make stuff work. and so in our instance, we levered the san francisco hotline, which since the first shelter in place order in march of 2020, received more than 12,000 calls. to date with our staff with oawd and human services agency staff and community partners to help assist with translation in up to seven languages. and of course through our business services unit, we received more notices of layoffs

for the larger employers and larger layoff events and right to reemployment back to work ordinance, respect to smaller employers -- though, there's exemptions for small businesses. that work is done with the partnership of the first source hiring team. so the data that we have to date -- again, thanks to our team for sharing and enabling us to present this data to the board and committee, the layoff notices we've received through right to reemployment, as of july 3rd, 2020, up to january 27th, 2021, we've received as of yesterday, 124 such notices. and that's affecting a total of 9,901 employees, as you see. subsequent to that, we've received with respect to those 124 notices, 45 notices of re-hire in the same time frame. that would be with respect to

3,489 employees that have been laid off. then, of those 3,489, 1,562 is the number that were offered reemployment under the provisions of the ordinance. 991 of whom said yes. and 637 of whom declined. one item i know that chair mar requested of us is to get a kind of comparison with respect to more notices. that will be on the next slide. this gives you a little bit of the demonstration of the month-by-month activity. you see the peak in terms of receiving the right to reemployment notices here was september 2020. and then, around that same time frame, august/september is the peak in receiving the layoff notices. this total is the layoff and re-hire notices. the peak for re-hire was

september. and certainly, less within the months that followed. again, that's january data through the 27th, which was yesterday. last slide before turning it back to chair mar, after providing observations and experiences with the policy, we've got a summary of the notices seen within the same time. those are the larger employers, larger layoff events required under federal law, as well as the state act. 95 notices affecting 5,419. here's the activity. you see the peak in terms of us receiving more notices in that same time frame. in other words, you see a degree of the pacing of more notices filed with our office around the same kind of curve as it were with respect to right to reemployment notices as well. the item i think important to say as we have a degree of knowledge where there's overlap. and where there's separation,

there is some degree, not substantial, but some employers that are doing both. and other employers as per the intent of the ordinance that are smaller layoff event that wouldn't be worn required filing this notice with us. i'll turn it over to you chair mar, after making a couple of observations. we look through the first slide. it's important data. it's a good thing to know 991 individuals were offered the ability and the right to return to the work that they had before they were laid off. we don't get the data to know whether or not they would have been offered in the absence of the ordinance. we have data we wouldn't have otherwise had. we have staff that spends time putting the policy to work as part of the work assignment. with respect to implementation of the policy, we're able to do that. we do know we have heard from some businesses and policy

makers have as well, some businesses have spoken to the administrative work involved. we of course got the letter of opposition from the small business commission, who unanimously voted not to support the policy but with respect to our office, we're providing the information. we're able to do that and share that with you today. i would like to pause and turn it back to you, chair mar, for questions from you and the committee. thank you. >> supervisor mar: thank you so much for the presentation. and for all of the work you of you and your team implementing this really important workers' rights and emergency ordinance. i did have a question just from the data that you presented on that. there's a discrepancy in -- well, actually, just to note, there are -- looks like there's 10,000 workers that are covered by the right to reemployment

notices that employers have filed with the city. so that's good to see such a large number of workers covered. but then, for the workers that were covered by the right to re-hire -- or the re-hire notices, there was a discrepancy, quite a bit, in the number of workers that were covered compared to the number of workers that actually received an offer of reemployment. >> yeah. >> supervisor mar: looks like, yeah, i'm referring to the -- under the right to reemployment re-hire notices. the number of employees who have been laid off and re-hired. you're showing 3,489. then the number of employees offered reemployment, 1,652. i was wondering if you have thoughts about what that discrepancy -- was causing that discrepancy? >> thanks, supervisor, for the

question. i think even in -- we were thinking about this even yesterday and discussing and preparing for today. and even this morning, i was doing research with with respect to some individuals, who we've emailed with and had phone dialogue with, who have expressed desire to know more about what is happening with respect to the 9 thousand 901, who we know are laid off. and then, the 3 thousand 489. our office has from day one as we've shared with you, that we would have promulgated rules, has provided awareness, in partnership and through the leadership of our department director joaquin torres. we've made sure we've done our part to do what the ordinance says to provide the framework for employers to comply. and to in many instances ask for this information and to receive it. and log it and share it with you. but the one thing i just as i was looking through with some of

our dialogue with callers to the hotline or individuals that have emailed us, and in some cases, we've spent as many as 12-14 conversations working through the questions that folks have, specifically the question what can be done? the policy refers to the enforcement mechanisms through the private right of action. so we provide referral to public interests, legal guidance around trying to find out that information, what is really going on there. we don't have the compliance authority or the mechanism or staffing to do that. the but we feel that within the spirit and the intent of you and your colleagues, of the board to present and collect the information, we can do that and have conversations like what we're having right now. >> supervisor mar: great, thank you. actually, do you -- since you mentioned that you have fielded calls from workers wanting clarification of their rights

under the right to reemployment emergency ordinance, do you have any -- do you know like roughly or specifically how many calls oawd has received to the hotline from workers about this particular emergency ordinance? >> i am going to estimate, chair mar, and say at least several dozen. i know in some instances, there have been some callers who have really engaged in dialogue around the nuts and bolts and even circling back with us to get guidance. so i can quantify that. we've got a pretty good system whereby we can run a report and get the number for you. i don't want to be wrong. but i'm going to estimate hearing from staff and fielding some calls myself, that there's at least several dozen over the past time.

several being in the one to three dozen range. that's going to be an estimate i'll shore up, and we'll get you a firm number on that. by the end of the week. >> supervisor mar: okay. thank you so much. colleagues, do you have any questions? okay. seeing none -- oh, sorry. >> if i may, chair mar, this is the blessings of having a really fantastic staff here at work force division. our business services director has informed me that we've received 56 emails, so not being too much of a math whiz, is that approximately four dozen. that's on the e-mails, and we can run a report on the calls. thank you for that. >> supervisor mar: thank you. great. why don't we go to public comment on this item. mr. clerk, are there callers on the line? >> clerk: thank you, mr. chair. operations is checking now to

see if we have callers in the queue. please let us know if we have callers that are ready. for those who have connected to our meeting please press star followed by 3 to be added to the queue if you wish to speak for this item. for those on hold in the queue, please continue to wait until you're prompted to begin. you'll hear a prompt your line is unmuted. for those watching on tv or online, if you wish to speak on this item, call in now by following the instructions on your screen. i'll repeat them. you'll dial 415-655-0001. enter the meeting i.d. for today's meeting which is 1462673919. following that, press the pound symbol twice. then, press star. followed by 3 to be entered into the queue to speak for this item. do we have callers for agenda item number two?

>> mr. chair, we have no callers in the queue. >> supervisor mar: thank you so much, operations. public comment is now closed. supervisor stefani? >> supervisor stefani: thank you, chair mar, i want today reserve my comments until after public comments. thank you for holding this hearing. we've spoken about this in the past. in the last four times it's come up before the board of supervisors, i've voted no. and i have because in theory this sounds like a good idea, but in practice, i believe it has serious negative outcomes, and i'll tell you why. at the height of the pandemic, unemployment in the city was over 12%. at that time, more than 122,000 san fransiscans were newly out of work and filed for unemployment. i agree that we need to do everything we can to help them get back to work. local unemployment has since declined to about 6%. but that number is deceptive,

because it does not necessarily mean san fransiscans is back to work. it's more likely businesses are closed permanently. we've seen that throughout our merchant corridors. and those employees likely have left the area. this underscores the importance of helping businesses remain viable. i've heard from so many local businesses on the brink of closing, who have rightly testified, that this will delay staffing up for reopening at a time when every hour counts. many of our beloved local restaurants, who previously employed part-time workers, at more than location, they just hover right around the threshold for this legislation. and they continue to testify that they cannot withstand the cost and time this legislation puts on them. the owners of pizzeria del fina and the grow, as well as others,

were in strong opposition to this legislation, because it will jeopardize their ability to reopen all their locations in san francisco. and losing the jobs that come with it. even businesses that are now exempt remain opposed. the owner of bowser books on fillmore, who owns green apple books, told me his business relies on foot traffic, populated by locally-owned businesses. his business will not survive if his neighbors do not survive. if these loved institutions close their locations, the beneficiaries as we know are going to be large, big box chain retail, who will have the capital to better withstand the recession and absorb these additional compliance costs. the businesses i've heard concerns from are not large corporations. these are the locally-owned, small businesses we all love and that we all rely on.

the revenue they generate stays in our community. they employed our residents. and the pandemic and recession are hard enough to overcome without the city adding more red tape, and the cost associated with complying with this legislation. prior to this pandemic, 265,000 workers travelled into the city for work. this legislation would require that our local businesses offer these individuals jobs before they offer them to any other the newly-unemployed san fransiscans. meanwhile, our own residents will not benefit from any similar program from neighboring cities and counties. the nature of covid has required our opening and closing be sudden and unpredictable. as we have seen time and time again. businesses had just a few days to be ready to reopen for today. and this legislation requires giving the most senior former

employees two days to respond to the offer. if they declined it, it will leave these businesses scrambling to staff appropriately. the small business commission unanimously opposed this legislation, and they raised two additional concerns i believe are worth considering. given that this benefits employees with the longest tenure, it likely provides a great advantage to white employees over people of color, and men over women. the issue for women is especially acute, because women are very likely to have interruptions in employment due to family care obligations. the small business commission also pointed out this legislation could jeopardize individuals who receive unemployment benefits, if they decline the job offer that their former employer was required to offer.

unemployment benefits, i shouldn't have to say, are a lifeline for women, who disproportionately bear child care responsibilities. and i worry this could force women who must remain home to care for their children to do so without that unemployment support. if they deny the job because they can't go back to it, they don't get unemployment, but they're having to stay home with their children, because we know our school district isn't open. so make no mistake, women have borne the brunt of this recession. they've lost their jobs at higher rates, and nationally, 2.1 million women have left the work force entirely because of the lack of child care hags put them in an impossible situation. this legislation will not reduce unemployment. it does not create jobs. and it will not guarantee wages. it puts severe new restrictions on our small and medium-sized businesses. at a time when they need more

support and more flexibility. and it is likely going to have a disproportionately negative impact on women for the reasons i've just stated. so i have voted no on this four times at the board. and now that it's coming before us again, i have to be adamant in the reasons why i've voted no. and although, i think supervisor mar, that the legislation is well-intentioned, i just cannot vote yes on this based on what i think are serious, unintended conwhenses and negative outcomes of this legislation. for that, again, i will be voting no today. thank you. >> supervisor mar: thank you, supervisor stefani. i really appreciate your engagement and discussions around this -- the emergency version of this ordinance. and again, you sharing your perspectives on it as we're

considering the regular version of the ordinance. however, i want to respond to a few of your points. maybe starting with the equity issues that you raised. and, you know, i want to say that really respond to specific assertion made in the legislative review connected by the office of small business, which suggests this ordinance will affect women of color. we disagree. and find the fact cited in the report counter it. workers of color and women are overrepresented in the hospitality industry that's been the most impacted by the pandemic. and that has seen the highest number of layoffs. those workers who are disproportionately who are women and women of color are the workers who most benefit from this ordinance. according to the same center for american progress report, the office of small business cited in their legislative review, workers of color are often the first to be fired during economic downturns. and they are often the last to be re-hired during recoveries.

racial discrimination will prolong the economic fallout in communities of color, unless lawmakers act now to prevent it. by way of example, we can look at the data from when this ordinance was drafted. from march 1st, to july 24th of 2020, 80% of the employees affected by warn act noticed layoffs in san francisco were in just three industries, accommodations and food services, arts and entertainment, and retail trade. and of those three accommodations was by far the most impacted. representing nearly half of all warn act noticed layoffs. these are the same industries that the center for american progress report cites as being the most vulnerable to potential layoffs during the coronavirus pandemic. in those that more likely to employ workers of color. the workers of color are specifically overrepresented in low-wage accommodations jobs. the very same that have experienced the highest number of layoffs. and the very same that would

most benefit from the worker protections this ordinance codifies. this report calls for lawmakers to act and act now to help prevent racial discrimination in re-hiring as businesses recover. that's partly what this ordinance does. and then, you know, supervisor stefani, i want to also reiterate that we worked with the employer group, including the chamber of commerce and golden gate restaurant association and the office of small business to incorporate their concerns and their input and concerns about the earlier version of this ordinance. and we made it -- made a number of amendments and changes, as i stated in my opening remarks. including exempting small businesses, you know, less than 100 employees. so, you know, again, the back to work emergency ordinance -- and now this regular ordinance is based on clear, simple and

morale idea. businesses should retire, not replace their laid-off workers. covid-19 is a crisis for workers and businesses alike. but the cover of a crisis should not be used to treat workers unfairly and replace long time employees with younger and cheaper alternatives. we're uniquely positioned to addressing it. this is a labor town. today, i ask for your support and your vote in moving this item forward. thank you. any other remarks from colleagues? i would like to move -- >> i apologize, chair mar. i wanted to add one element to a question you had had because, again, having a great team means

access to information quickly. and it was just one further response to your notation around the 9,901 layoff notices. and the 3,489 workers impacted that we learned about through re-hire notices. we don't have the information to tell us whether all of these employers have in fact begun re-hiring and not filed a notice with us. or whether they too have not yet re-hired because of the pandemic and may do so in the future, meaning that number goes up. i wanted to clarify. it's not known to us what is the number that haven't filed a notice or haven't filed a notice because they haven't re-hired. i wanted to make that clarification. that's the total universe that we anticipate in the 6,000. thank you. >> supervisor mar: yeah. thanks again for that and again for all of the work from you and the oawd team on implementing

and overseeing this important workers' rights ordinance. so colleagues, i would like to move we send this item to the full board with positive recommendation. mr. clerk, can you call roll? >> clerk: on the motion offered by chair mar the ordinance be recommended by the board of supervisors. vice chair stefani? >> supervisor stefani: no. [roll-call] >> clerk: mr. chair, there are two ayes and one no with supervisor stefani with the dissent. >> supervisor mar: mr. clerk, further business? >> clerk: there is no further business. >> supervisor mar: we are adjourned. thanks, everyone. have a good day. [adjourned]

>> the market is one of our vehicles for reaching out to public and showing them how to prepare delicious, simple food. people are amazed that the library does things like that.

biblio bistro is a food education program. it brings such joy to people. it teaches them life skills that they can apply anywhere, and it encourages them to take care of themselves. my name is leaf hillman, and i'm a librarian, and biblio bistro is my creation. i'm a former chef, and i have been incubating this idea for many years. we are challenged to come up with an idea that will move the library into the future. this inspired me to think, what can we do around cooking? what can i do around cooking? we were able to get a cart. the charlie cart is designed to bring cooking to students in

elementary students that has enough gear on it to teach 30 students cooking. so when i saw that, i thought bingo, that's what we're missing. you can do cooking classes in the library, but without a kitchen, it's difficult. to have everything contained on wheels, that's it. i do cooking demonstrations out at the market every third wednesday. i feature a seafood, vegetable, and i show people how to cook the vegetable. >> a lot of our residents live in s.r.o.s, single resident occupancies, and they don't have access to full kitchens. you know, a lot of them just have a hot plate, a microwave, and the thing that biblio bistro does really well is cook food accessible in season and make it available that day. >> we handout brochures with

the featured recipe on the back. this recipe features mushrooms, and this brochure will bring our public back to the library. >> libraries are about a good time. >> i hired a former chef. she's the tickle queen at the ramen shop in rockwood. we get all ages. we get adults and grandparents and babies, and, you know, school-age kids, and it's just been super terrific. >> i was a bit reluctant because i train teachers and adults. i don't train children. i don't work with children, and i find it very interesting and a bit scary, but working here

really taught me a lot, you know, how easily you can influence by just showing them what we have, and it's not threatening, and it's tasty and fun. i make it really fun with kids because i don't look like a teacher. >> in the mix, which is our team center, we have programs for our kids who are age 13 to 18, and those are very hands on. the kids often design the menu. all of our programs are very interactive. >> today, we made pasta and garlic bread and some sauce. usually, i don't like bell pepper in my sauce, but i used bell pepper in my sauce, and it complemented the sauce really well.

i also grated the garlic on my bread. i never thought about that technique before, but i did it, and it was so delicious. >> we try to teach them techniques where they can go home and tell their families, i made this thing today, and it was so delicious. >> they're kind of addicted to these foods, these processed foods, like many people are. i feel like we have to do what we can to educate people about that. the reality is we have to live in a world that has a lot of choices that aren't necessarily good for you all the time. >> this is interesting, but it's a reaction to how children are brought up. it is fast-food, and the apple is a fast-food, and so that sort of changes the way they think about convenience, how eating apple is convenient.

>> one of the things that i love about my program out at the market is the surprise and delight on people's faces when they finally taste the vegetable. it's been transformative for some people. they had never eaten those vegetables before, but now, they eat them on a regular basis. >> all they require is a hot plate and a saute pan, and they realize that they're able to cook really healthy, and it's also tasty. >> they also understand the importance of the connection that we're making. these are our small business owners that are growing our food and bringing it fresh to the market for them to consume, and then, i'm helping them consume it by teaching them how to cook. >> it connects people to the food that they're buying. >> the magic of the classes in the children's center and the team center is that the participants are cooking the food themselves, and once they

do that, they understand their connection to the food, to the tools, and it empowers them. >> we're brokering new experiences for them, so that is very much what's happening in the biblio bistro program. >> we are introducing kids many times to new vocabulary. names of seasonings, names of vegetables, names of what you call procedures. >> i had my little cooking experience. all i cooked back then was grilled cheese and scrambled eggs. now, i can actually cook curry and a few different thing zblz . >> and the parents are amazed that what we're showing them to cook is simple and inexpensive. i didn't know this was so easy to make. i've only bought it in the

market. those comments have been amazing, and yeah, it's been really wonderful. >> we try to approach everything here with a well, just try it. just try it once, and then, before you know it, it's gone. >> a lot of people aren't sure how to cook cauliflower or kale or fennel or whatever it is, and leah is really helpful at doing that. >> i think having someone actually teaching you here is a great experience. and it's the art of making a meal for your family members and hope that they like it. >> i think they should come and have some good food, good produce that is healthy and

actually very delicious. >> cooking is one of my biggest passions, to be able to share, like, my passion with others, and skills, to hel . >> you're watching coping with covid-19 with chris manners. >> hi. i'm chris manners, and you're watching coping with covid-19. today, my guest is phil ginsburg. he's the director of the san francisco rec and parks, and he's a national rec and park ranger. thank you for being here. >> hi, chris. thank you for having me. >> i've heard you have an exciting new exhibit that features social distancing and

is outside, so it's safer. can you tell us a little bit about it? >> the golden gate 50 anniversary wasn't the celebration that we hoped for, but when life deals you lemons, you hope to make lemonade, and we tried to engage people in the park in different ways. behind me is what we did. it's a public exhibit which has transformed peacock meadows into an enchanted forest of other worldly shapes and lights. it's to close out golden gate park's 150 years and to allow people to have outdoors

socially distant fun. >> great. and what are the hours, and when can people go see it, and are there access for wheelchairs and strollers? >> well, it will run until february 27, and the ways are wheelchair accessible. it will close in time to make the city's curfew. we're not supposed to be gathering. we're not supposed to be celebrating out there, unfortunately. it is a beautiful exhibit and is one that can be seen from the sidewalk or you can wander into the meadow, but we ask that people be really mindful of the circumstances in which we find ourselves. the most important thing for us is to be safe and healthy.

do not show up with other households. come and see it, get a little taste of the holidays and leave so other people can enjoy it. if it's too crowded, comeback because it's going to be around for a while. >> how long does it take to walk around the exhibit? >> well, you could be there for five minutes or 15 minutes or longer if it's not crowded. it's about in an acre of meadow, but it's very visible even from a fully accessible sidewalk. you'll get a sense of it. basically, there are sculpted trees, and it's gorgeous. i got an opportunity to visit it over the weekend. the conservatory of flowers is

there, and then, we have our amazing spreckels temple of music which was recently renovated and lit up in lights. >> i have information that it was created by a local artist. what can you tell us about it? >> well, it's a new concept, but the lights were previously installed in a park in toronto and also in las vegas. the installation has been paid for through private donations

to the golden gate park's san francisco 150 campaign. it reflects a culture steeped in science and history and culture. >> i can't wait to visit it. safely, of course. >> wear masks, distance, sanitize, and don't gather. >> well, thank you for coming on the show today, mr. ginsburg. i appreciate the time you've given us today. >> thank you, and thank you for giving so much attention to golden gate park which has been so wonderful for us during covid and deserves a lot of extra love and attention on its 150 anniversary. >> and that's it for this

episode. we'll be back with more information shortly. thank you for watching coping with

>> 2021, mark, would you please call the roll? re,, commissioner, present. commissioner green? >> present. >> commission chow? >> present. commissioner guillermo, present. i'll note the commissioners. >> thank you, mark. we'll move on to the next item, which is approval of the minutes from the last commission meeting on january 5th. commissioners, upon reviewing the minutes, are there any amendments? and if not, do we have a motion to approve? >> before we go into the vote, i have to make sure there is nothing on the item. >> thank you. >> and this is a general instruction, but you will press star 3 if you'd like to raise your hand, and i'll say the same

introduction over and over again. okay. so there is no comment at this time. we'll vote. commissioner chow. >> yes. >> commissioner green? >> yes. commissioner chong? >> yes. >> commissioner guillermo /* /tkpwhrerpl? >> /* guillermo. and. our next item is the director's report. >> good afternoon, commissioners of health. this report focuses on covid-19, and i will be providing an update and as well with regards to the current status of covid-19 and our vaccination status. and so i will provide more details during those

presentations. i did want to mention, too, additional highlights with regard to the department. the department has joined mayor breeds to combat and prevent teenage trafficking in san francisco, along with several other departments. starting this month and there should be a correction there on the board of january 2020. it's actually january 2021s our environmental health inspectors will begin incorporating new anti-human trafficking training in their inspection process. environmental health approximately 100 inspectors who will conduct regular on site inspections of over 9,000 businesses, such as restaurants, bars, gas stations, establishments, and residential hotels. and all staff will be trained to recognize the red flags or the most common signs of human trafficking and make referrals

to the san francisco police department for an investigation to investigate. so a key piece of work ongoing there. and then just to focus on another key healt-related issue, tobacco control. again, the environmental health branch, the department of justice grant for a total of roughly $1.8 million, and janine young submitted grant application in their efforts to educate minors about the harm of tobacco products and enforcing tobacco laws and conducting enforcement. again, this is an ongoing combating tobacco aggressively particular among youth. and that is my report again to follow the update to follow. >> before we have any questions

or questions from the commissioner, do we have any comments on the item? >> you can press star 3 if you'd like to make a comment on the director's report. star 3. no comments, commissioners. >> all right. any questions or comments for director before we move into the covid-19 update? >> all right. commissioner chow, thank you. >> billion, actually, if dr. colfax, i just noticed on the dpa about the moderna vaccine. but if you still want to cover that, then that will be fine. >> okay. >> that is the plan, commissioner, thank you. >> thank you. >> all right, without any other questions or comments, we will move on to the next item, which is the covid-19 update. and i just want to acknowledge before we go into that, that our

nation passed a very sad milestone today with 400,000 deaths to covid-19. there have been observances in washington, d.c. and around the country to honor who we've lost. it was 5:30 on the east coast and 5:30 tonight with a moment of silence. those who are watching, i encourage to you take a look at the lighting ceremony. it was really quite moving and our sympathies go to everyone who has lost a loved one or who has been impacted. so dr. colfax? >> thank you, commissioner for that acknowledgement andit is indeed a somber time as we head to a year when the department and city organize to confront this virus. and i think it was unimaginable at the time that we would be faing a toll of 400,000 people

who unfortunately died from this virus. so sill be providing an overview of our cases in san francisco, and then i will -- will be providing a vaccine update. >> so we have just over 29,000 cases of covid-19 diagnosed in san francisco, and unfortunately, 260 people have died of covid-19. this is the population characteristics of diagnosed covid-19 cases in san francisco. once again, we see the inequity inequities with regard to overrepresentation of latinos and the pandemic. this number has -- this percentage has decreased somewhat proportionally from the summer and fall. it is now 42%. you see the age groups there with regard to the distribution

of covid-19 by age, sexual orientation, and gender. next slide. looking at population characteristics by death. the race and ethnicity components are shown on the yellow bars. and again, the proportion of percentage of asians who have died of disease, we believe that's due to location in nursing facilities and older aged people who have been diagnosed. with regard to the age group -- and this is going to be very important during the vaccine presentation -- just to emphasize if you look at the percentage of deaths by age group, over 83 percent of deaths due to covid-19 in san francisco have occurred among people 65 and older. and the if we could just go back to the prior slide please. you see that age group. you see the distribution of covid-19 among the age group. and then if we go to that slide

i was just descriing, look at the disparities there. so just really important as we think about who to prioriize to get the vaccine. and then you'll notice in the red bars, the comorbidities. so nearly three quarters of people who have died of covid-19 in san francisco have had some comorbidity. next slide. this is our key health indicaor slide, the current state of where we are and what we've been following. our hospitalizations, the increase of hospitalizations have come down quite a bit. we're now at negative one percent, so that is a positive indicaor. our icu capacity and hospital bed capacity remain strong, between 20 and 24 percent, as you can see in the next two boxes. a case -- our case rates has

been /* remained high, 38.3. our summer surge. our high was about 100,000 so we're more than double that now. our only indicaor is a few days ago that average that's /* was about 40. so we may start to see a leveling off commensurate with post-december holiday and new year's. potential peak, testing numbers are nearly 9,000. 9,000 tests being done per day. our contact traing numbers percentages are improving somewhat, but with the large number of cases we work tocatch up and our levels remain strong. >> dr. colfax, i'm sorry to interrupt you. let me know that they can't see the slides, which is an important part of this meeting. so i'm wondering and i apologize for stopping you. could you stop sharing and then

restart? that might be a way to make them show up? >> i think that's an issue. we're having a lot of glitches. thank you for your patience. >> are you able to see that on tv now? >> i'm asking that of folks. still nothing. so go ahead and keep doing your thing. i'm not sure what else to do. keep going and i'll work with kevin and see what we can do on our end. >> okay. >> mark, we can just note also that the slides will be available online, correct? >> yeah. >> i will post them so that they will be available after 5:00. >> okay. good. >> thank you, mark. >> so this is our trend from october to the beginning of the

year with regard to cases per 100,000, running seven-day average. you can see that rapid rise after the thanksgiving holiday. then another rise after the december holiday and new year's and now we're starting to see what we hope is a decrease, a sustained decrease in new infection rates per 100,000. next slide. and this is our hospitalization curve since the beginning of the pandemic. you will notice again that we are more than double the number of people that the hospital compared to our summer surge. and then starting over the last few days, we are seeing some hopeful signs that hospitalizations have leveled off. obviously, this is no cause for com /phraeupbsy. i think it's very important to emphasize we still have somewhere in the range of 250 people, depending on a given day, in the hospital suffering from covid-19 and our medical

teams across the city are working very hard to give them the best care possible. next slide. this is the reproductive rate curve again since the beginning of the pandemic. you'll see on the far right here that this number continues to come down. as of january 17th, the reproductive rate we estimate to be 1.05. and you can see what the implications are with regard to hospitalizations over the next few months. but again, in the last couple weeks or so, we have seen a slow but steady overall decrease in the reproductive rate of the virus. waiting for that number to get blow one, which means that the virus is not increasing throughout the city. reproductive rate below one will indicate that it's decreaing. neck slide. and then with regard to county

comparison, i know this is of interest to the commission. with cases per 1,000, we are relatively, our numbers are relatively -- our numbers are smaller. cases are smaller compared to most other jurisdictions, with the exception of seattle. our deaths per 100,000 remain lower. and then our test per 1,000, you can see are higher than most other jurisdictions, with the exception of los angeles. next slide. so that's the end of my portion of the presentation. and i also see that's dr. andy turner has joined and they will be providing the vaccine overview. happy to take questions on this portion or at the commission's request, if we do that after the vaccine overview. thank you.

>> mark, we can do a quick public comment on this portion, and then commissioner questions before we go into the vaccine-specific. >> there is one set of public comment, commissioner. the commissioner has questions on each of them and the public usually has one time. >> okay, so if it's all right with director colfax, we will see if commissioners have any questions on this portion of the presentation. commissioner green. >> yes, thank you for distribuing the wonderful information. i was wondering whether any projections have been made with the subtypes and muteation that's might be more aggressive. has there been any modeling of that? i know the subtype is currently 25% of the cases in california is more or less but i wonder which organizations are analyzing that, and at what

point there will be either some modeling or projections so we can better understand where we might head in the future? >> thank you, commissioner green. we haven't done any specific local modeling in that regard. it's an assumption likely will be /* to be here and continue to as part of the natural evolution of the virus will continue to be here. our model is /* -- our models basically incorporates what the natural state looks like in the community. there are models that have predicted what the more dominant strains will be in the next few months based on what is known about some of these variants. but we have basically taken the approach of looking at the characteristics of our trends and not specifically at the virus variants. >> okay, thank you.

>> all right. director colfax, some key indicaors, ppe supplies remained at 100 percent steady. is there any indication that we may be faing any future shortages based on what we know and what we might have on hand? >> the ppe indicaors and we have not received any indication at this time that there is likely to be a shortage. >> all right, thank you. i don't see any more commissioner questions or comments, so we can move on to the vaccine portion of your presentation with mr. pickens. >> thank you. great. thank you, dr. colfax, and good afternoon going on evening, commissioners. it's my pleasure to be here with you, and i'm joined by my colleague, dr. andy titer, who is the medical operations branch and the city covid commander

center and she's been part of the city's activation for covid since the very beginning and has been playing a key role in particularly in the vaccine effort but now has a larger role beyond vaccine, but for, including surge in the other medical operations related to covid. and so as you can imagine, this is a hurricaneane task that we are undertaking both in d /skph-fpls in the city. so in the words of hillary clint, it takes a village. so two members of our village will be with you this evening. so the goal of this evening's presentation is to try and demystify what is our current distribution strategy within h and the city and to try and describe and clarify some of the roles and responsibilities. and then finally to provide you some of the data on distribution and allocation. next slide.

okay. so as you can imagine, these are unprecedented times. we've begun the most ambitious vaccine distribution effort in our city's history. we've spent the last three months working to be ready for this moment. but however, so much of this process is unfortunately, out our control, but we don't let that deter us. we know we will do the best we can on behalf of all san franciscoans. as you can imagine, the chief obstacle we're faing is not enough doses, and we'll discuss that more. and one important fact to note is, while there is not enough -- while there are not enough doses going around, the distribution, one of the key components of the way that operation warp speed was set up is that most of the vaccine, as it comes out, is going to what's called a

multicounty entity. these are the large health systems within our city and state. so the u c system, the sutter system, the kaiser system, the dignity system, and also any large free-standing acute or hospitals like chinese hospital. so we all see these reports and we all know that the current process is slow and frustraing. and very confusing and most of the times overwhelming. however, we want you and the public to know that the vaccine is our ticket out. it's our ticket to be able to hug our friends, for our grandparents to meet their new grand children, and to hopefully soon linger inside a san francisco restaurant again. so we pledge to be ready when more vaccine is available, to optimize our use of the current limited supply.

and when that new supply is available, to be ready to get shots in arms immediately. next slide. okay. so to help ground us in our work for covid vaccine, we've established the following guiding principles. we want to ensure that capacity for the vaccine, that is limited in supply, is aligned both with the cdc and the state guidelines for priority. those were worked on for months by our nation's leaders and they are which we administer our vaccines in the city of california and city and county of san francisco. another important principle is that we want to ensure equitable vaccine application and administration across our city in its many populations, particularly those vulnerable populations in underserved

communities. we want to prioriize our rapid vaccine access, again in those communities with the highest covid prevalence, particularly those that do not have access to routine places for healthcare. we are operating under a principle of meritics and data -- metrics and that general information must be transparent and visible both to the public and to our healthcare delivery system partners. and then finally, to every extent possible, we feel it's important that we preserve th dph staff and functions for those communities and populations that typically only dph serves. however, we are still partnering with other health systems in the city to employ their assistance in meeting some of these populations. so above all, what you should

try and under is that, while we're operating under these guiding principles, the systems for distributing vaccine has been mandated at the federal and the state level. the guidance continues to shift, as well as making this morean even complicated problem than it normally would be. it doesn't take me to tell you that we have a highly fragmented system of care in this country, and because of that, we believe it's hampered much of the ro rollout for covid vaccine across the country and in our state. however, we, many weeks ago began discussions with our health system partners in the city and are working swiftly to work collaboraively to make sure that the vaccine supply is made available to those who are eligible per the state and federal guidelines.

so again, vaccine capacity is limited right now, and we are focused on presering, particularly for dph, vaccine for those prioriized, vulnerable populations. next slide. so this slide going from left to right, really represents our path to immunity. it represents where we are currently as of the middle of january and then where we plan our targets to be in june. right now we're currently in phase 1a of the state plan, which is predominantly essential healthcare workers and residents of skilled nuring and other long-term care facilities. however, by the end of june,

working with our major health system partners in the city and other community clinics, our goal by june 30th is to get our entire population of 900,000 plus individuals in san francisco vccinated with covid-19. so you know, as you can imagine, there will be several twists and turns along the road, but we are feeling confident that once the vaccine supply is made more readily available and reliable, we will be able to reach this goal based upon our current planning and collaboration. next slide. so this slide, as i mentioned before, that the california department of public health has determined that the vaccine should be allocated in phases. and as i mentioned, we're currently in phase 1a, and that

consists of healthcare workers, essential workers, and residents of skilled nuring facilities. however, you will also remember last week the state also gave guidance to open up the first level of phase 1b, which includes individuals who are 65 years and older. so as of middle of last week theytoo are now eligible for vaccine and are actually receiving vaccine right now. in san francisco, we continue to vccinate more than 210,000 people in phase 1a and that includes those healthcare workers and individuals who are over 65 years of age. and even within our own san francisco health network, we last week began providing vaccination to our patients who are 65 years and older. and we /* if you look to the

right of this chart, you will see dr. colfax highlighted this in his report, that when we follow the data, it shows that the distribution, age distribution for those dying in covid in san francisco, those who are 80 years and older, represent the highest, particularly those who are 65 years and older, represent 83% of the deaths in san francisco. so that's why we were so pleased that the state decided to open that limited part of phase 1b so thatwe could get to those most in need. next slide. okay. so as i mentioned, in this presentation we want to share some data with you. so this is a data metric from our newly launched data tracker that's available online to the public.

and so just to walk you through this -- and the current data source for this is the state -- what's called the care system. it's a system whereby all entities, physicians, clinics, hospitals, food -- immunization s must enter that into the state system. so for the number of vaccins aministered to san francisco as of today, there have been a total of 45,206 doses that have been aministered. it is important to note that because this data comes from the state, the state database currently is missing the information from kaiser and southern and you can imagine why. those are two big state-wide systems. and the way that the database is currently set up, they don't disaggregate say

kaiser vallejo from kaiser san francisco. it's just kaiser. so.state is aware that this is a problem, particularly for local health jurisdictions like us, as we try and get a handle on the data. and so they are working feverishly to try and correct that information. but the next line represents the number of after /* san franciscoans who are vccinated and that's 34,153. so you might be asking well, 45,000 vaccines were administered in san francisco. why are only 34,153 san franciscoans? that's again because of the way the care database is -- the care database really focuses on the county of residents for an individual. so as you know, many of our employees, particularly in the healthcare systems in san francisco, don't live in san francisco. so unless they got their

immunizations at work, which most of them did, so for example, in their counties, care system, the fact that they received the vaccination won't show up it. well, it will show up in their county, but it won't show up in terms of the number aministered by facilities in that county. okay, next slide. so this slide shows how we are doing with the vaccine that's have been allocated with the san francisco department of public health. and remember, so far we've only been allocated doses for those limited populations in phase 1a, where our healthcare workers, emergency medical personnel, and key groups like in-home support services of people who are at high risk for covid within the healthcare sector. so other dose that's have been

aministered to dph. on the left side of the pie it shows that we've aministered 49 percent of the -- of thoses -- doses that have been allocated to us. on the right side it shows that the remainder of those, while not aministered, have already been reserved for people who have been scheduled either for their first dose within the next two weeks or their second dose within the next two weeks. so the 49 percent are the shots or at least the first shots in arms and the 51 percent, the rest of the shots in arms that will be done within the next two weeks. and you will /* /* you can see how we compare to other parts of california that are only 30% and have put shots in arms for 30% of their allocation and country-wide, 39%, roughly 40% have actually gotten shots in arms.

and i will mention, as we-- for dph, the sites where we are administering vaccination are what's called our temporary healthcare worker vaccine site that's located at moscone center downtown. but we have sites in zuckerberg, who /* two sites in the wellness center. we're also doing vaccine administration at laguna hospital and maxine hall, health center and southeast health center. so that's where these vaccins are being aministered to those phase 1a populations that are currently eligible. and as i said before, the allocation has been somewhat sporadic coming from the state. we don't know from week to week really how much we are going to get. and so as you can imagine, when you are trying to run an efficient operation based upon

scheduling, that makes it difficult. but our philosophy is we are going to schedule based upon what we believe we're going to have and make sure that every dose gets into arms as quickly as possible. and you might wonder how -- how the issues with the moderna vaccine that was placed on pause by the state due to some an in factic shock occurrences in san diego. so we are waiting to hear back from the state and the cdc. currently we, along with other providers who received allocations from that lot, have put those doses aside, and we are holding them on pause until we get further direction from the cdc as to whether or not those can be used. if not, they will have to be discarde. so we will keep you updated as we get information in that

regard. next slide. and i know you have seen this slide before. in fact, i presented it last time i was here with you. if you read the slide, it really tries to describe those very complex ways that operation warp speed developed its allocation methodology. so if you start at the very left side in the blue box, it indicates that the federal covid-19 vaccine purpose is allocated to the state and to pharmaies and federal entities. so the next step from coming from the state, it goes to one of three places. the top box is where most of the vaccine is being distributed. that's to again multicounty entities -- the kaisers, the sutters, the u cs, and chinese

hospital. and also a small part comes to the l.a. state, the local health department. that's us. the next big bucket of federal allocation goes to the federal pharmacy partnerships. that's a partnerships with walgreen's and cvs, where they are going into long term facilities and long term residential facilities to immunize those members of the population. and finally there is a smaller bucket that goes to federal allocations to the va hospital system. they get their own carveout. they don't come to the local health jurisdiction or through the pharmacy partnership. they get a direct line. one of the benefits of being part of the federal government. you got direct access. but going back to that top bax for the nces where most of the vaccine is coming into california counties and the local health departments. so it's broken up again between what goes to the m cs, which is

the predominant part. but then the local health departments. we talk about what we do with that vaccine. we vccinated the healthcare workers within our own delivery system at san francisco general and la gunda hospital. we've vccinated the local emergency medical service personnel, the ems ts -- the emt s it, the paramedics and we've vccinated the in-home support service workers, who are 22,000 of them in san francisco. so that's quite a bit of vaccination that's we've done at the local health. there are over 80,000 healthcare workers in san francisco, and most of them do not work within the local health department. most of them work within those multicounty entities and so that's where the bulk of the vaccine that's gone. and then just finally getting over to the last column of

boxes. starting with the local health department, that green box. so we get our allocations for those populations i just described, but we also are able to reallocate to those m ces like kaiser or u c, for example, if they haven't gotten enough allocations from their mother institution, they've asked us for assistance and we've been able to reallocate some of our allocation to them when they've gotten low. so again, it's truly a partnership and a collaboration in san francisco of how we're trying to make sure the vaccine gets where it needs to in order to fulfill the state mandate for vccinaing those prioriized populations. next slide. so you know, this word "challenges" should be the border, top, the bottom, the marin and everything on this piece of paper when it comes to the tasks that lay before us

with covid-19. as we said before, there are serious challenges at the federal and state level, that there is no unified system for vaccine delivery, for allocation, how much is going to come when. all those are changing evoling and are definitely not anything definite that we've seen so far. again, we talked about the problems with the state's care data system that's been a hindrance to our ability to get timely data from both healthcare delivery systems like kaiser and sutter. it's important for me to say we established in san francisco in collaboration with the san francisco hospital council and those systems, and they have been very accommodaing and are willing to share those missing pieces of data that we're not

getting from the state, and we expect to be able to share those on that data tracker dashboard that i showed you a few minutes ago. so we're optimistic that we will be able to overcome some of those data challenges. but as i've mentioned before, supply is our biggest challenge at this point. again, no last-minute approach to getting vaccines into arms, but we will continue to try to work with our local partners here in san francisco the way we've done on many different initiatives in the past on hi getting to zero, on our community health equity plan that comes out every three years in san francisco. unlike many jurisdictions, we have a history of cooperation and collaboration among our health systems and we know that's going to serve to our advantage as we tackle covid-19 vaccine administration. next slide. so just want to take a few

minutes to review our strategy for vaccine planning and delivery in san francisco. we, again, the state and federal government control the process of vaccine allocation and pass that down to each of the california counties. and in san francisco, particularly, we are depending upon our collaborations with the health systems and the hospitals to really vccinate most of our population, and we're setting up infrastructure in the way of high-volume vaccination sites. in some communities what they're called high-vaccination sites but we're calling them high-volume vaccination sites. and you remember from the press conference the mayor announced last week some of those have been identified and we'll talk about them in a few minutes. and our strategy is to make sure

we try and preserve the department of public health for those populations that others typically don't serve that may be hard to reach and that we are uniquely situated because of our partnerships with community-based organizations in different communities, to really make sure that those vulnerable populations get access to vaccines. next slide. so here is another way of looking at our strategy at the city and dph and covid command center level, we are we have adopted aid three-prong strategy, again starting on the left with those high-volume vaccination sites. again, those were announced bilt mayor and we will talk about them on the next slide, but those are the sites where people can either drive up in a vehicle, and of course in san francisco, we'll also have walk-up lines because so many of us rely on public transportation

in san francisco. but then we're also going to have community-based pods, points of distribution. and that's where we're really going to rely upon our strong partnerships with community-based organizations who really know segments of the populations that are typically hard to reach. so that's where we will be going out to every community in the city, to the mission, to chinatown, to any any place that will have a hard-to-reach population that may not be able to access either the current or the usual care for vaccination or they may not be able to access the high-volume vaccination sites. and the partnership for those long-term care facilities. so that's our three-pronged approach. next slide. so getting a little bit into more of the detail of the high-volume sites. again, those sites have been

selected. they are the moss county center. they are city college, the main campus down off of ocean af and frieda coler way. and the southeast section of bay view, not too far from where cal train comes across. and the approach for those high-volume sites is that it's really being coordinated at the city level through the city's covid command center, and that's where the department of emergency management, because they have expertise in manaing large emergency events. they are taking the lead, but dph is working side by side with them, adviing and helping to coordinate, particularly the medical component of these high-volume sites. and part of the dph contribution is what we're calling the health

systems vaccine collaboraive. that's a partnership between h and the san francisco hospital council, where each of the members of the council are working collaboraively with dh in terms of maximizing vaccine not only at their local sites at c pm c or at any of their campuses, but also offering up personnel to operate these high-volume sites. so the participating hospitals are ther -- kaiser, u c, sutter, our own network and dignity. again, i mentioned chinese hospital is also participating, and they are focusing on the community-based pods, particularly in chinatown, so that's their contribution. next slide.

and you will see collaboraors on the right side. you see chinese hospital, and our own network. and again, so these are those community-based sites that will be partnering with community-based organizations and again providers who have expertise in underserved communities like chinese hospital and like our own health network. and we will be really relying upon those community-based organizations to help us figure out where to go and where to set up, similar to the way that they helped us with our testing strategy. testing truly was a community-based-driven strategy and we want to deploy the same thing for our community-based vaccine strategy. next slide.

and so just to give you a strategy for rollout. so again, starting with the high-volume site. some of those have already started. again, all of our health systems, including our own, the network, sutter, kaiser, u c -- they all have fairly large, somewhat large, medium-sized vaccine sites on their current campuses. and you can imagine, san francisco is limited just by their foot print. but they have all committed to being partners in those identified large-volume sites -- the mocone site, the city site and the produce market site. in fact, our first site is scheduled to go live this friday at city college, and right now we have confirmed u c, s f and

dignity will be partnering on that site. we've heard from sutter. they are looking at the produce market site, and so again, we're really getting good traction in terms of coordination and collaboration with the health systems. and also the pharmacy partnership started two weeks ago and will continue. and on the community pod site, we've already got some of those up. chinese hospital has a very vibrant community pod in chinatown. our own network has' very vibrant community pod at the mission over in zuckerberg and laguna and maxine hall and southeast south center. and we will be deploying some mobile covid-19 vaccine sites in the next few weeks and those will be coming out of our covid command center out at mosconey.

and the overarching message is that we are adopting this three-pronged approach because /auz the vaccine becomes more readily available, we want to have every option available to us. we're not relying on just one path to success. we have tried to develop a roadmap that has many roads to that one goal of getting every san franciscoans immuized by june 30th of this year. next slide. and as i mentioned before, the city is operating the covid commander center, and again, that's the department management at the lead agency and emergencies are what they do t we learn a great deal from them, particularly in incident command. although we've had the hospital center command, we're operating under what's called an incident command, which is that very

structured process for manaing emergency operations. they are providing overall guidance at the city level, but again, dph is, along with human services agency and other city departments, are also providing assistance to dem as we roll out our covid operations. and next slide. and hopefully you heard today that we launched our vaccine notifications website, and this is a place where people who live and work in san francisco can go in and enter their information and be notified once they are he will gible to be vccinated, and they can sign you up for vaccine notification. and next slide. and then we also got our public vaccine data tracker that started -- i think it was last week or the week before. and this is also readily available online. and i mentioned that we've

gotten commitments from all of the health systems in the city to provide that data that's missing from the state care system. we will also be including that information on this public vaccine data tracker, so you can also see how much vaccine is going to kaiser, to sutter, to u c, how many shots in arms are being done at kaiser, u c, southern, et cetera. and next slide. and so i want to thank you for this opportunity to try to bring you up to speed on this constantly change, everevoling process of covid vaccine administration planning, and we know we are not where we need to be, but we feel confident week by week that we are learning more and are enlisting other partners to really help make sure that san francisco is served well and fully v

vaccinated. and if we can just get that supply coming from the fed to the state, we feel confident we'll meet our goal of vaccination by june 30, '21. and that concludes my formal presentation. and myself and dr. tenor are here to try to answer any questions you may have. >> thank you, mr. pickens. hello, dr. tenor as well. before we go into commissioner questions or comments, mark, do we have any public comments? >> yes, i see four hands. and before we begin, i want to just let the folks know on the public line that the commissioners do not respond or engage in conversations with folks in the public comment. they are all hearing and you your message is going to be heard and take it to the appropriate people at the department. there won't be a back and forth. i see three hands, but if press star 3, i want to make sure i get everybody who wants to make comments. there we go.

i will put two minutes on the clock for each of you. and i don't have any identiiers for most of you. just know that i'm going to click on your name and unmute you and i hopefully -- you will hear a message. can you hear me back there? can you let me know if you can talk? caller? caller 11? >> caller: yes, can you hear me? >> yes. i'm going to put two minutes on the clock. you've got two minutes ago. >> caller: hi, good afternoon. commissioner. my name is teresa rutherford. i'm with s c i u1021 and i come before you today to ask you to make a correction on something that is glaring and is really an equity issue. we have nurses who are call 2103s, temporary workers who have /* are literally working more as full-time workers right now. they work 40-hour shifts.

they do training, on boarding. they have help with new hires. they act as charge nurses. however, they do not have access to the 40-hour covid -- i'm sorry, the 80-hour covid hours extra that we give in san francisco. these are frontline workers who are as susceptible as any other nurse on the floor to covid, and therefore, there is no reason that they are not getting the covid hours. they must have these covid hours to be able to protect themselves, as they work in the field and protect the community and as well as protect their own co-workers. as roland pickens said a while ago it takes a village. well, the village cannot pick and choose when to protect and who to take care of. it needs to take care of everyone. thank you. so please, give the covid hours to the frontline 3103 nurses.

thank you. >> thank you. all right. next caller. caller 12. you are unmuted. please speak. let us know that you are there. caller 12? i'll try that again. caller 12, are you there? okay, we'll come back to you. hopefully -- >> caller: yeah. >> okay, there you go. you've got two minutes. >> caller: hello, i just want to say i'm a former 3103 nurse. that was very fortunate to receive a 2320 permanent full-time position and 80 hours of covid tick /* sick leave. i'm here to support other nurses to receive the same benefit. most of these nurses are taking care of the most vulnerable population without this extra security, and now we're going to be asking them to be helping with the high-volume vaccination in the community.

and as we said earlier, it takes a village, and i say please support that village of nurses. thank you. >> thank you. all right. all right, caller 14, i've unmuted there /* you. >> caller: hi, i'm a nurse at san francisco general hospital. i'm with many nurses not able to have these covid leave hours that are offered to full-time employees and i'm also working through the pandemic, often picking up shifts when needed and also trying to keep my patients and my family safe too. when it comes to the pandemic, i don't understand why i would not be offered these covid leave hours when everybody is affected the same way. it makes me feel undervalued and i hope to see this change soon. thank you. >> thank you. all right.

caller 15, please let us know that you're there. >> caller: hello, can you hear me? >> yeah, you've got two minutes. >> caller: yes, i work for zuckerberg as well and i'm currently a 3103 there and i just want to touch on the same subject that i just feel is completely unfair. when i for instance, work in the covid testing people day after day and was not afforded the same benefits for the 80 hours of covid sick leave as my permanent counterparts. i don't understand why that is, but i do know that i do a lot of off site testing, testing for the n95 masks, tb testing and covid testing and also working on the /* at the clinic there. at the same time it just comes down to us p-103 nurses.

until we get sick or get covid, we're just out of work for two weeks, three weeks with no pay and i think that's completely unfair and i just want to touch on that issue, and i hope that this can be introduced for us as well. thank you. >> thank you. all right. caller 5, i've unmuted you. please let us know that you're there. >> caller: hi. thanks so much. my name is tan lee. i'm a nurse with integrated care and the outreach team. i've been a per diem 3-103 nurse for five years. i'm under the weather today, but i felt it's extraordinaily important for my voice to be heard especially when my colleagues were not able to be here due to their responsibilities as frontline nurses. and as a frontline nurse working

with the population, my colleagues and i are directly responsible for preventing the spread of covid throughout the city. we place people in place and shelter in place in quaranine and /holts. i have taken on the incredibly challening role of caring for our unhoused pregnant population. i do this work because i'm committed to the well-being of the most vulnerable people in our community n doing this working, i put myself at risk every time i outreach a client at their tent, their hotel room or in clinic. as a p-103 nurse categoized as temporary, i'm doing the same work with the same risk at permanent nurse and should be treated at such. i work for the city without the security of health insurance benefits, aequate sick leave or the safety net of covid sick time afforded permanent nurses. have having been specifically left out of the city's emergency sick time response during this

unprecedented pandemic puts my own health, the health of my loved ones, and the heal of the entire work force at risk. to be denied this basic protection during a time when we have stepped up to work above and beyond what we were ever expected to do is unjust and demoralizeing. this is about safety and quity. p-103s are the backbone of frontline workers, filling in gaps and it is unconscionable we are treated. we must be provided with sicktime protection immediately. thank you. >> thank you. and the last hand that i see. i've unmuted you, caller 8. please let us know that you're there. >> caller: hi. thank you so much for this presentation today. and for taking my call. i really miss being able to see everyone in person. my name is jennifer. i'm a registered nurse employed with the city and county of san francisco. i also represent the work force, as a vice president organiing

and i am calling in today because i think it is a matter of equity and safety that our registered nurses who happen to be per diem are not afforded the exact same protections as all of the other city workers. covid is not going anywhere.

-- april last year only benefited nurses that the city paid 80 hours of covid sick leave allocation as a one-time emergency response for job safety and some security. this is extended through 2021. september last year h.r. wrote that per diems don't get this because they earn a highly hourly rate in lieu of benefits and get sick time. these are facts. and they are earned by non-per diem nurses who earn a lowly

rate. and a per diem earns one hour sick time for every 30 hour of work. and a benefit nurse earns one hour sick time for 20 hours of work. and the only thing is to be a regularly scheduled employee, but per diems that make up 50% of the d.p.h. nurses should get this allocation. this is not fair and not safe to exclude per diems when we node d to be able to stay home sick without worry iing about paying the bills. this exclusion can worsen the chronic understaffing of nurses and the financial well of being of the local government and businesses. it's incomprehensible why and how h.r. can get away with not implementing the mayor's authorizations to include the regularly scheduled per diem nurses. we need to have commission to reach out to the mayor, the board of supervisors, in order to compel to include per diem nurses in this sick pay and tha]

>> clerk: thank you. all right, commissioners, that is all of the hands that i see. >> president bernal: thank you, mark, and i didn't get everyone's name but thank you to trees and lauren and teresa and others who offered a public comment. before we move into commissioner questions or comments, i just wanted to underscore a few things. first of all, acknowledge the extraordinary work of both the executive sponsor of the vaccine, and the work of dr. tanner and so many others within d.p.h. and the city for really taking on this enormous task that is so necessary for us to get back to where we need to be. and for setting a goal of june 30th for vaccinations this year. there's a lot of uncertainty and guidance that is coming from the federal and the state levels with regards to vaccine distribution and supply, the priorities and phases of the data as you've all laid out and, really, really the most that we

can do at this point is to be ready. and to communicate clearly. and i think that this presentation has gone a long way in doing that. i have had a number of questions, most of them were answered during your presentation, so, thank you. but i did just have two quickly. mr. pickens or dr. tener, can you clarify the mass vaccination sites or the high volume vaccination sites -- what is the -- what populations are those intended for? >> yes. so those are for everyone, anyone who is eligible by the state guidelines. so right now phase 1a, and then the 65 year and older. but as the state opens up its status and tiers, they will be for everyone. >> president bernal: but we're starting with the most vulnerable populationings and the providers, is that correct? >> and just the second question -- i know that in the news you have seen news about the moderna vaccine and the

worries about the adverse effects. what is the impact of that on san francisco's supply, coupled with the -- with certainly the lower allocations than we had hoped to be receiving. where does that leave us? >> i'll let dr. tener answer that one. >> thank you. >> thanks. so -- as of right now we have pulled those lots out of an abundance of caution until further investigations can be conducted. and if we are not allowed to -- if it's determined that those lots are unsafe and we are asked to destroy them, that would put this week's planned vaccinations in serious jeopardy. so we would be short several thousand doses of vaccines if that happens. and so we would have to reschedule -- we would have to reschedule appointments and try to get people back in whenever

we have the allocations. we have put out requests through the state -- the mohawk, the area coordinator program, as well as directly to state for additional vaccine, because we have the capacity to give it. but so far that's been unsuccessful. so we are keeping our fingers crossed and hoping that we can get a little bit more supply so that we can try to vaccinate as many san franciscans as possible. >> president bernal: thank you. thank you, dr. tener. we have a number of questions and comments from commissioners. let's start with commissioner giraudo. >> commissioner giraudo: thank you so much for this excellent presentation, and your tireless work in trying to get all of us vaccinated. my question for the mass vaccination sites, at city college that may be open this

week -- are appointments needed? is there going to be media communication? i mean, it has been in the media about these sites, but there hasn't been follow-up communication from the department on just what -- if you're 65 and older -- i have a 97-year-old uncle who is trying to get a vaccine. and so do i need to make him an appointment? please, i think that communication to the public would be so helpful but also to me now as well. >> right, right. i can try and am sure that dr. tener can jump in. so as you can imagine that while we've been planning for these mass vaccination sites, we just announced some last friday with the goal of having that first one open at city college this coming friday. couple that with the moderna

problems and having to fit those aside and it's really put a crutch in our vaccine availability. so we're trying to be measured, we don't want to say come one, come all on friday at city college and then not have enough vaccine for people who show up. so that site on friday will be staffed by ucff and dignity. and so -- because this is our first trial run, we're going to do the appointments -- we'll do appointment scheduling through those two institutions. but as the underlying other sites at the market and musconi come online we'll move towards a centralized system that will be on our website, where you can go there and there will be more media and public service announcements that say to go to that website to get an appointment at any of those

three sites. i'm not sure if you have anything else to share? >> no, i think that you have hit the nail on the head there. i think that the biggest issue right now is that we don't know -- our vaccine supply is so spotty that we don't want set up a site -- or we don't want to start advertising the site and then not have it available. but we are -- we do have -- as of today there is on the sfgov-tv site there is a site where you can go and register. and to give -- you give some information -- so your 97-year-old uncle, we have got to get him vaccinated asap. so with that website, you can go in there and enter information and as soon as we kind of hit that tier that we have availability, we'll send that messaging to -- to your uncle. and then as far as the site -- so we would like to open it -- if we can get vaccine, if any of our begging and pleading for the vaccine works, then we have

vaccine by the end of the week and we will do widespread media. so it will be on local news -- we'll be advertising to let people know if -- if we have enough vaccine to have a site open. so we are trying to communicate as much as we can. >> i totally understand. so just that the communication is clear, let's say that all works well, and that city college sites open up, then the people that make appointments have to be patient of either dignity or uscf, right? you have to be a medicare patient -- my uncle -- that's what i'm asking -- >> oh, yeah, yeah, i'm sorry -- a perfect question. so these sites are designed to be health plan neutral. they're not -- you don't have to be a uscf or dignity patient to

get those services. once these are up and running. now, because this is our first -- our first run, more than likely a lot of these people on friday will be because they've got the closest access right now. until we, number one, get more vaccine. and until we get the city-wide sites set up where anyone can go in. but all of the systems have committed, they will vaccinate anyone who shows up at these sites. it doesn't have to be one of their members, it can be anybody. again, in that eligibility tier that's been authorized by the state. >> commissioner giraudo: but it's still unclear to me and i don't mean to but how would i sign him up, you know, then? do you know what i'm saying? if he's not on my chart online or whatever it is, how would i do that? i mean --

>> so one of the requests that we made of each of the hospital systems and one of the things they have been working on is having a centralized site for people to go to sign up for appointments. because for a site like this, you know, as well we mentioned ucsf and dignity run, but they have committed to vaccinating anybody. so having that availability. so by the time -- if we can get vaccine in and get it set up, we'll have those sign-ups ready, recognizing that it will be a small -- it will be a small proportion of vaccines that we'll have administered. and then the other piece that roland mentioned as well is that the central website to be able to sign up for some of these events that we have been in discussion with developers on. and so that will be rolled out, again, once we have the supply and we know that we can move forward. so i hope -- >> commissioner giraudo: i totally understand and i

appreciate it, but it's just for the general public -- i just want to make sure that it's really simple. >> yes. >> commissioner giraudo: and it's a one-two-three-four, and in fifth grade language -- very simple. >> yes, thank you. >> commissioner giraudo: that is just my concern. >> no, we appreciate that. and i think that is something that we are -- we're, you know, this is the same -- i think that i used it last time that we're building the plane while flying it. and we're trying to sort of being ready and also not knowing what our supply looks like. but i think that your point is very well taken and we want to make sure that the communications are clear, that we try to minimize with as few steps as possible when we get to that point. so, thank you very much. >> yeah, it's a great question, and, again, it highlights that you know, our goal is to be ready when the supply is ready. and not having that supply really happens to us because one

of the worst things that you can do is to set someone up for disappointment, and to make a big announcement to come to city college and then not have the vaccine. so the vaccine is our limiting factor. but, again, we're not waiting on it, because if that were the case we might not perhaps be starting on friday, but we're not taking that as a defeat. we're saying let's get this site up and running, let's go through the work flow, start the process, so that when that vaccine supply is more steady, we'll be ready to get those other sites up and going. >> yeah, thank you. and just one quick point to -- one quick thing to point out for this first site -- because it is the first site, we will ask people to have appointments because otherwise it could get overwhelmed. so we want to make sure that it would be for ucsf and dignity, as things move forward that we'll communicate out the way to -- to get appointments and as we move forward with additional sites we'll make sure that that

messaging goes out to the people, so they know how to get into those appointments. >> president bernal: great. thank you very much, and next is commissioner guillermo. >> commissioner guillermo: thank you, and, again, thanks to dr. tener and to mr. pickens for taking this time to be as comprehensive as you can in answering these questions. so i just want to, again, to, you know, i don't think that it could be emphasized enough what commissioner giraudo was saying about the communications and messaging. given that the majority of individuals in san francisco, as has been said by many folks, are covered by private insurance, there is a lot of confusion about who they should be calling to find out where they can

either get an appointment, where they can line up, where do they go, and you have their primary provider telling them that we're not giving vaccines, call the city, or the insurance plans are saying call your provider, you know, or not knowing what phase that we're in. and, again, so i think that there is a huge effort that has to be put -- not just in the flow of the communications from the department to the public, but also to those individual providers and anybody who may be a target for a question from their patient or from the public as to what to do, when to do it, how to do it, and so on. it sounds elementary, but this is the kind of thing that could really, really either go as smoothly as we could possibly

make it, particularly if we have partnerships with all of these facilities, or it could be as confusing as it possibly could be. so i just implore you to not -- to leave no stone unturned in terms of the communication around this. to not just the general public, but to all of the partners and all of the providers that are going to be participating in the vaccination program. and particularly that we don't know what the supply is going to be. so the more that folks know about that, i think that it's going to be protective for the city and for the residents as well. just one quick question i had -- i understand that multistate systems -- let me know if i'm

wrong -- are also able to contract directly with some of the pharmacy -- they are under contract with the pharmacies, either through the federal program or through the state programs. if that is the case, is that allocation included in the state numbers of vaccines? even though they're not directly coming from the state. >> so, um, for -- so we have what we call multicounty entities and those are -- >> commissioner guillermo: i'm asking like a multistate, like a kaiser or dignity and they have separate contracts with distribution contracts with pharmacies, the big pharmacies. >> you know, i'm not familiar with that, but we can certainly investigate it and inquire. so the multistate entities and you're asking about them contracting with those large

chains -- >> commissioner guillermo: my understanding is that particularly if they are medicaid or medicare providers, they have -- they have a direct allocation from the federal government. and i may be wrong, but that is what my understanding was also. so i just didn't know. and it's the multistate system. >> okay, we'll look into that, i haven't heard that before, but thanks for raising the question. >> president bernal: thank you, commissioner guillermo. commissioner chow. >> commissioner chow: yes, thank you. and i join my fellow commissioners with recognizing the work that all of our staff have put in, and i think that mr. pickens hit the same word that i was thinking of, this is

really a herculean task which is in evolution. and, clearly, you've been able to help describe in more detail the city, the civic and the partnerships that have been put together. just piggybacking on a little bit first for a moment on commissioner guillermo question about pharmacies. i'm also wondering why other -- the pharmacies did have contracts with long-term care and many other states they also seemed to be doing direct delivery. and what the issue is here in california or in san francisco, asking a local pharmacist, they don't know anything about it in terms of working directly with patients. and, as you know, a lot of the immunizations are actually given

by way of the pharmacy so they become a third or a fourth partner that could really be very valuable and help to decompress some of these clinics that we have to set up. it isn't that they also can do a large volumes, because there is a problem of waiting and so forth. but other states, the pharmacies are already onboard. and i think in some of the other counties also in california. so that's kind of my first question and maybe i should stop there first and then discuss more in a problem that i think that commissioner -- well, that i think that is an issue from a patient standpoint. but i'm very curious as to why we have not been able to access the pharmacy chains. >> sure. that's a great question, commissioner chow. so i'll start -- as you know, we at the local level don't control the process of who is authorized to receive vaccine.

that's done through the state. the good news is that the pharmacies in san francisco have submitted their requests to be able to do just what you described, to be able to provide vaccine at their retail pharmacies. and so they are in the process of being authorized by the state and will begin to be a source of vaccine for individuals just like people go to walgreens and c.v.s. for flu shots, they'll be able to go there for covid shots. so we're expecting that to come through any day now for those san francisco pharmacies that submitted. we know that walgreens have submitted and i believe c.v.s. also. >> commissioner chow: thank you, because i think that will be of great help. i do think as commissioner giraudo was pointing out and waa very important personal issue, because i think that

transparency and an understanding of how the system will work becomes better and is left -- there's less anxiousness. so while we had announced the three big sites, we didn't really get into the detail which would help to decompress i think some of the anxiety that this will be by way of appointments. we're not going to have to wait. i'll just give you the example that honolulu just set up two, and they're a city and a county comparable to our size. they set up two major sites. but they told the people right away that it will all be by appointments. we will have to sometimes limit that because of the vaccine availability. and that here was a site that you could start signing up on. i'm not saying that we could do it quite as swiftly, but

apparently within one or two weeks -- i do follow how they're doing in terms of their vaccinations. they actually have started it already this week that have shown whether they're able to even have set up their area zones. so you already have that set up, but we haven't told the public, but you just told us, okay, these will be by appointment and here's how you make the appointment. so i check in on your notification site and the notification site could also be helpful in the sense of saying, we'll notify you and then also we will let you know how you will make your appointment for these vaccines. otherwise, it sounds like i'm going to get told that i am age x.x. and so, therefore, i'm qualified now and now you can go anywhere, or call your provider. and so i think that's another level of information that could be given so that whoever

actually is going on that site just doesn't have to wonder, okay, what comes after notification. because it sounded like we were going to give information to you on how you were going to get your vaccines. >> right. >> commissioner chow: so i think that this would be very helpful and help to allay the fears of the public, a public that is, you know, just trying in our cases right here in the city to really get vaccinated, right? i mean, we have our private doctors also calling me or telling me that, you know, every day that they're getting these calls. and i'm sure that you have heard from chinese already, their switchboards are really kind of overrun. i think that -- and i really appreciate that you have actually have incorporated chinese into the community clinics because that's really what they are, as you know. that very vulnerable and

difficult-to-access population when you're trying to get them to a mass site. or even to the doctor office. here though i think the same thing -- if you in chinese were able to announce to the public that we are going to open the center, it would be there, but we can't tell you exactly when, it would help to reduce the society. because right now they can't see anything. i talked to, you know, dr. zhang, and she says, well, i can't say anything because we don't even know if we have the vaccines coming. >> right. >> commissioner chow: again, i think that it's a matter of saying it's our intent to open it -- just like you announced today. and it would help the community to know, okay, we're going to have another center here. and we know that we'll also have our own clinic hopefully, the department of health clinic. and so then i would get to the private practitioners and where

they are. as you know, you did set up a site for them to try to let you know that what you are able to do. >> yeah. >> commissioner chow: so now that these new guidelines have come out, people are calling the offices and several of these offices did sign up, but they've not heard from you or the department of what we're going to do. sort of the same thing that i have also pointed out is that is what we heard. some of this information needs to go out. i think that there may be some misunderstanding that while you're counting on the hospitals and the health systems and you are also saying that because you're insured, please call your provider, because you do have coverage. there's no question that the plans are covering it? they do not provide through our

independent providers any materials -- >> um-hmm. >> commissioner chow: so our providers, if we're going to give tetanus shots or anything else, that we have a source to get it. >> yeah. >> commissioner chow: if you don't have a source, your website is telling them to call the provider only to just compound the confusion. because then they say like you had said earlier that people are saying -- and as was just said -- people are saying, well, call the public health department. and that's what they've got to say because they haven't heard from you. are we going to get it or not? because we haven't heard that the community clinics are coming up online and how to get to those, we have had three public ones, so we could say that. and you responded very quickly and i want to compliment you for getting the doctors' staffs

taking care by way of the partnerships that you have set up. and that these other hospitals are willing to accept the (indiscernible) from the staff. we know that you can do it, you're going to do it. i just wanted to point out that, you know, our doctors cannot throughout the city just magically have vaccine. there's nowhere to order it really. you have to order from the state, right? i think that those are some of the anxieties out there and what i'm just expressing is that the public have really gotten to some of us also about what is going on. and i always say, you know, i know that we can do it, because look at the work that we're doing. i know that we're going to do it. and these were just sort of trying to help us to walk through with you and the more

transparency to our public -- i think they would understand. >> um-hmm. >> commissioner chow: there is a shortage of vaccine. that does point to the fact that you have set up -- and i compliment you on setting up the vaccine dashboard. i would ask that the commissioners get a copy of that every day because that can really help us. i think that as that becomes more known to the public, that also tells us how much vaccine is coming in. and while it's not an entire pot, it does show that there's a limit, and that's one of the limiting factors. i think that a very understanding public -- you can see how cooperative they've been through this whole year. and i think that if we give them more information about all that we are doing and you've done it and i think that this is obviously for us the first time

to hear it. and that's because you've just put it together in the last week or two. but, you know, it's a good a point as other people have had. but also i am here to compliment you, but also to plead that our public needs to understand better the work that you're doing, the effort being made by the department to get this vaccine out. we've got to have the vaccine. we're setting up systems. these systems will be easy for you to access. we've opened up big public ones. we're going to have them in the communities. we're working with the providers. but then you have to talk to the providers and tell them how they'll get it. >> thank you. thank you, commissioner chow. we have a number of commissioners who would like to make comments or ask questions. commissioner chung?

>> commissioner chung: thank you, commissioner bernal. and i just want to join the echo chamber and complimenting, you know, all of the work that you all have done. it's not easy. and, you know, i can only imagine, you know, what it's like managing under this model and not knowing when more vaccines will be coming in. and having so many people inundate you with, like, questions and, you know, demands. i think that, you know, we should also look at, you know, some of the silver linings here. like after tomorrow, you know, that we know that incoming administration has tasked a national covid strategy that they are going to implement. and also, you know, like one of our own colleagues, you know, dr. alagon, just assumed the job of the health officer for the

state health department. i think that is just -- well, this is a glitch, and i'm pretty sure that i -- i'm not just sure, but i have absolute confidence in you and your team, you know, that this will be resolved quickly. so, thanks again for all of the work. and we really appreciate you. >> president bernal: thank you very much. thank you commissioner chung. commissioner green. >> vice-president green: as well, this has been a really terrific presentation for its detail and clarity. and i would echo what commissioner bernal said, that this work is extraordinary. but as the others said, i don't think that you're getting adequate credit for the planning and the foresight that's gone into this. and, you know, likewise, i don't think that the multicounty entities have either, because

anecdotally i know patients who never set foot in sutter are getting vaccinated by sutter, and those who are not part of kaiser are getting vaccinated by kaiser. so there's work going on here that i think that we haven't seen before. and part of the communication strategy has to be giving credit for the work that you have done as well as the amazing kind of coming together of these systems who are all really trying to get the people who need to be vaccinated taken care of. so, you know, kudos to you for this work for sure. i have a few questions. one is, do you have any predictions about vaccine availability with the new administration? the second is -- do you have any sense for what vaccine supply might be among the multicounty entities? because i know that they're still signing people up. and, of course, one of the problems with sign-up is that it's a real hodgepodge.

it's really interesting. once you find your way in, i mean, people are getting appointments and it's quite remarkable. so i am wondering, you know, how ultimately -- it was touched on by commissioner guillermo -- how, you know, with these systems having different sign-up arrangements, whether there would be kind of an overarching way that people can just find their way into vaccination. i know that we haven't been able to do it for testing because different entities run the testing. so i'm wondering where you are on that. and also mainly what we know about both the administration changes and the potential for vaccine supply among our collaborators and multicounty entities and the remarkable work that you're doing. >> our entire team thanks you. it's a really dedicated team. i have only been with them for a little less than a month now, but i can tell you that they're doing great work with a small, mighty team down at the covid

command center at musconi. and i'll start with the last part of your question and then probably dr. tener will have more insight at the new administration level. but in terms of the multicounty entities, we already talked about the fact that most of the vaccines in san francisco will come through them, but it's also important to remember that they are -- they are in competition with our sister institutions throughout the state. and i will tell you that it's very clear that more vaccine is going to southern california m.c.e.s than in northern california m.c.e.s so that's a big hindrance to what is happening in san francisco. dr. tener, i don't know if you have insight on the new administration that you want to share? >> yeah, i -- so i think it will be better -- i think that it's probably going to take some time to untangle some of what they're inheriting. but i know that the strategy is

to hit the ground running. and we have several members -- actually from san francisco that are part of that planning process. i think that three from ucsf, and one from my department, and dr. robert rodriguez. so i think that -- i am very hopeful that that process will get better. and i just also wanted to echo, thank you so much for bringing up the appreciation for the work from the team. they have worked very hard on this. but also for the work for all of the groups and the collaboration within the health system. so we have -- mr. pickens and dr. mercer have worked very hard with the -- with the -- to coordinate with the health system. as well as working to try to make sure -- you know, as 1a has unrolled, i think that the people who work at the

hospitals, that was the part that was relatively easy, because we know how to get to those people. but when we're looking at private providers and we're looking at some of these independent contractors, that is where some of the elements were. and the health systems have really stepped up, given the fact as well that they, you know, they're trying to cover their members but also anecdotally we are seeing that their supplies for vaccine are getting diverted to southern california. so they're getting much less than we would have anticipated. so that has been another challenge. but i know, you know, kaiser and sutter and all of our partners have worked very well -- worked very hard to try to include -- to try to get vaccines to as many people as possible. and our groups have been having daily meetings with that -- with the partners, to try to help to coordinate and smooth out some of these wrinkles that we're encountering. so just really recognizing their

work as well. and i think that we are -- i appreciate all the comments on the communication and we are going to try to -- to take all of those in and to try to improve the communications as much as we can. because i think we all know the anxiety -- i mean, we're all feeling it, whether it's for our own family members or, you know, friends -- trying to alleviate that anxiety as much as possible. i think that it is one of our goals as well as getting the vaccines out to people. so, thank you. >> vice-president green: thank you so much. >> president bernal: thank you dr. tener and mr. pickens. things that i think that are important to emphasize that we have heard here, number one, we need a lot of vaccines and we need them now. that everyone is subject to the staging and the priorities set forth by the federal and the state government in terms of when they will get their vaccine. and i also wanted to acknowledge really the san francisco

hospital council which i know that has partnered with the department of public health and others and it's really a recognition that all of the other systems in the city need to step up and to be a really strong and important part of this effort to ensure that vaccines get into arms. so i think that is just a critical, critical partnership. and i'm pleased that those conversations are happening. i know that director colfax wanted to say a few words. and then i believe after that we have one public comment that we missed that we'll go back to. >> thank you, president bernal, and thank you, commissioners. just to express my gratitude to the vaccine team that's working on this, d.p.h. covid command across the city. and mr. pickens is the executive sponsor of this work and, of course, dr. tener, dr. mary mercer, and their teams, the people that have been working on this constantly. i think that you can see the

progress that we've made. i think that commissioner bernal, your point exactly -- we need vaccine and we need it now. and we will be ready for as much as we get to getting up to 10,000 vaccines administered in san francisco a day. in partnership with the hospital council that has been strengthened throughout this pandemic. as you know we have worked tirelessly with them in terms of surge planning and data monitoring and oversight that is being rapidly adapted here. so we are going to be ready for more vaccines as soon as it comes and we are hopeful and optimistic with the changes in the federal leadership in d.c. that that will happen sooner than later. we don't have it definitely yet, but we hope to have it soon. >> president bernal: thank you, dr. colfax. we can go back to the call tary we missed. >> clerk: i was notified that we missed somebody and if that person could press star, 3, so i can identify you, because i

don't have -- i don't know who that would be. press star, 3. all right, we might have missed the opportunity. i will just note that there's general public comment coming up and this is on the same topic that everyone is talking about, and that would go on the line item that we're having later. so hopefully the person will understand that it was unintentional. thank you for your patience. >> president bernal: thank you, mark. and, thank you again to dr. 10er and to mr. pickens, the scoutive sponsor for vaccine in san francisco. -- executive sponsor for vaccine in san francisco. for an excellent presentation. we will look forward to more as it will roll out. and i signed up at sfgov/vaccinenotify, so maybe repeat that a few times over the course of this meeting sfgo v/vaccinenotify. we'll move on to the next item, which is general public comment.

>> clerk: i apologize. so folks on the line, if you would like to make a general public comment, please press star, 3. and you can speak about anything that is not on the agenda. give it a few more seconds. all right, not seeing any hands, commissioners. >> president bernal: thank you, mark. our income item of discussion is the community and public health committee that met today. commissioner giraudo? i think that you're maybe on mute. >> commissioner giraudo: okay, i'm unmuted now. we had two excellent presentations.

the first was on jail cells and it was extremely interesting in a number of facts that were presented that the number of incarcerated individuals has decreased. they reviewed in-depth the behavioral health information for the jailed population and noted that there were 53.9% of the incarcerated individuals that are under behavioral health services. that include group counselling, medication, etc. and it is a very impressive operation. and they have gone at length to

contain the number of covid positive -- both incarcerated individuals and staff. as well as the sheriff's department. it seemed that the sheriff's department was a bit higher with 54 of those who had tested covid positive. but it was -- it was an excellent conversation. and we did not quite have enough time, but i think that we learned a lot about the excellent work that dr. pratt and her team are doing. the second presentation was behavioral health services. it was presented to us about the closure of juvenile hall. and within that presentation, the goal is for the board of supervisors to close juvenile

hall on woodside, by the end of this year. with the juveniles who are going to more community programs that are yet to be determined. and that was a concern that both commissioner chung and i surfaced. the staff reviewed the current services that are offered, as far as both behavioral health and the medical, dental as well as partnership with sfsud. and currently to date, they have 20 juveniles that are on woodside, which is a significant decrease. many who have partially due to covid and to partnerships that

are within the community. i think that the bottom line is that in all of their work groups, which are multiple, that are going forward to determine the services where, what -- those services will be -- it is required or they're supposed to have a plan submitted june 1st to the mayor's office of what the services will look like as of the closure at the end of the year. we have asked the department to come back to us with a draft of what the -- of what the plan is prior to the june 1st presentation. and hope to schedule that at one of our committee meetings. it's quite a bit up in the air,

to speak, and that was our concern. if there's anything else to add? >> i don't have anything to add. thanks, commissioner. >> president bernal: thank you, commissioners giraudo and chung. mark, do we have any public comment on this item? >> clerk: folks, if you would like to make public comment, please press star, 3. no public comment, commissioners. >> president bernal: commissioners, any questions for commissioner giraudo or members of the community or the public health committee? all right, i do not see any. thank you for that report. and thank you all, the presenters from the meeting that happened just before this one. next we'll move on to our next item for discussion which is d.p.h.'s proposed budget for fiscal year 2021-2022, and for fiscal year 2022-2023.

we have our chief operating officer greg wagner and our acting c.f.o. jen louis. >> thanks, commissioners. good evening. greg wagner. i'll try -- i know that it's late so i will try to get this expedited. and i'll just give a couple of kind of framing comments and then turn it over to jenny. so as many of you know, having been through this cycle multiple times before, we do a series of hearings over the course of the budget season. and this is our first. we at our first hearing as we will do today, as we have in the past, is to look at the context of the budget, including the mayor's budget instruction, and the projection for the deficit, and the target and instructions from the mayor's office. so this will be kind of a

framing conversation to set the stage and talk about priorities. at the next hearing in two weeks we'll come back with a set of initiatives, the more detailed initiatives, intended to meet the target and then we will have a series of hearings over the course of the budget process, even after the commission submits its project or approves the submission of the budget to the mayor's office in february. one of the things that is going to be a little bit different this year and i know that jenny will talk about it -- we have two of our major initiatives that are in a sense going on a separate track. those are the covid-19 budget, and the mental health s.f. budget as funded under proposition c. and because those are both city-wide initiatives and those are being coordinated across multiple departments, multiple stakeholder groups, those are proceeding on a different track

than the budget initiative -- or the budget proposal that we're going to talk about today. we'll be back to talk to you about those later in the spring as we proceed with the enrollment of those. so we won't be talking about those today, but rest assured, you will have plenty of time in the future to talk about those. so now i'll turn it over to jen tow go through our presentation -- jenny to go through our presentation. >> okay, good evening, commissioners. so i'll kick it off with the budget overview. this slide shows us our 2021-2022 base budget. a few commissioners had asked, well, what about 2021, which is our current year budget. so just the background is that, like, we do two-year budgeting in san francisco. we call it a rolling two-year budget. so we're sort of always revisiting that second year of the budget the following year. so we always have another shot at the apple in terms of updating that budget.

and we joke that we have to do the work twice. we do the budget for the second year over every year. so last year we completed the 2021 budget as well as the base budget for 2021-2022. and this year we'll revisit fiscal year 2022, and also start planning for 2022-2023. and in terms of how we approach budgeting in a deficit, we use the base approved budget for 2021-2022 as our starting point. and, you know, all of the changes that were approved there, are they there and we assume that they are happening and we lay on updates to projections and initiatives on top of our base budget. and so just sort of by division what you see something similar in years past in zuckerberg san francisco general is that our

largest position -- behavioral health with the support of proposition c dollars has actually grown to half a billion dollars. you know, laguna honda hospital, some of our ambulatory divisions, and i won't read the numbers to you but i'm happy to answer any questions that you may have. and one commissioner is interested in understanding well, how does this sort of base 2021-2022 budget compare to the current year budget of 2021. and one thing that commissioners may recall is that actually that there was a one-time spike in our budget with the assumption of one-year covid operations. so our current year budget is actually about $200 million larger than this proposed base. and so while there's a lot of things moving around in it, the big thing that really changed

year-over-year between the two budgets that was approved as part of the last budget cycle really ran with that assumption of sort of one year of covid response. and i'll talk a little bit about how we're going to approach covid later on in this presentation. and expenditures by type -- salaries and benefits really represent the lions share of our overall operating budget, which is over a billion in salary and fringe. non-personnel services is the most significant second. again, these are contracted services, but it includes all of our non-profit partners, particularly within behavioral health as well as primary care population health, and other divisions, as well as the affiliation agreement that provides a significant portion of our clinical services at zuckerberg san francisco general. in terms of revenues, we continue to leverage revenue for

almost all of our divisions. and so what you see on this graph here is these blue bars represent the revenue that we draw down. and then we sort of layer on general fund. and it comes through to sort of cover the costs that are uncompensated from other sources. as one commissioner noted, jail health -- just because of the nature of our patients there aren't eligible for medi-cal and medicare, unlike patients at our hospitals or in our ambulatory care clinics, so there's some small grants that the jailhouse receives that essentially remains a county function. specifically in terms of the break out of the revenues, medi-cal is the most significant portion of these revenues. i apologize, i was pulling these slides together, i'm not sure that i have the actual values here in the right order of

magnitude. but i think proportionally i think this is $847 million of medi-cal, $930 million of city general fund that we see here. those are our two largest sources. but, again, as you see sort of two-thirds of this pie is really related to our revenues that we generate ourselves. and we continue to draw down 65% of our revenue. but, again, like keeping in mind that since our overall general fund revenues are around $930 million, and it's still very significant number and one that we need to continue to watch as it represents a very significant portion of the city's general fund support. specifically, i wanted to include a presentation about our salary spending projections. and the point three, our operating budget of $1.1 billion

for the current year is expected to be on budget at this point. we do update the commission regularly as part of our quarterly financials and so we're going to continue to do so. and we also continue to aggressively hire the permanent staff to replace the per diem, and focusing on supporting hospitalizations and our covid-19 response and our behavioral health expansion. so the projections may change and we will keep you updated. in terms of the mayor's budget instructions -- basically this is a table that you have seen in the years past. this first row here shows changes between sources. basically, revenue assumptions that the city is expecting. and as you can see it's projecting a negative revenue source here in the first year of proposed budget. but it becomes positive in the out years. so basically the assumption that

you're seeing is that you sort of have this sort of continued sort of one-time drop in the first year of the budget. but then with the economic recovery, revenues are projected to increase and to become positive again. the as you may be aware, the city has a number of baseline and reserve requirements. so when the revenues do come in, a portion of them have to be set aside to be put towards this baseline and reserves. and so there's a portion that is already accounted for in terms of an additional expenditure. offsetting some of the revenue losses. most significantly in terms of the city's expenditure costs is really around salaries and benefits which grow to be about $565 million by year two. there's city-wide operating budget costs and that includes capital, equipment, and some ancillary costs and some

departmental costs which does include d.p.h.'s costs for inflationary. primarily at the hospitals. but if you add up all of the changes in the expenditures what you will see is that the expenditure growth is much more negative while the sources are not growing at a rate that is consistent with it. so what you see is a deficit here of 411 in the first year and 442 in the second year with that sustained economic recovery. and the two-year deficit is $356 million. slight good news about the $653 million is that if you sort of look back to the last several forecasts that the mayor's office has done -- while in may when the mayor reissued the budget instructions they were projecting $1.4 billion over two

years. so they have done some significant work in terms of sort of reducing some of the impact in the out years, but, still there's some work that needs to get done. the instructions for the departments are to support -- or to provide proposals that reduce the general fund support by 7.5% with the 2.5% contingency for both years. and they're asking the departments to emphasize racial equitiy in their proposals, describe the proposals through an equity lens. and then also absorb any internal racial equity work within the existing budget that we have. so what this means for d.p.h.? and before i get into that, i also just want to provide a little bit of context for the budget which greg mentioned earlier, but just due to the

number of pending processes outside of d.p.h., there's a lower level -- i mean, i'm not sure that "uncertainty" is the right word, but development of some of the initiatives that we have compared to prior year submissions. ordinarily we'd be working internally to develop revenue projections and budget initiatives, but because of the sort of collaborative nature of some of the work that we're doing, some of -- we are still in the process of developing initiatives. i think that overall they do represent opportunities for the department or potential upside. but we are still working through that. and so just some of the things that we're working through is just on the revenue side, the development of the successor plan to the medi-cal waiver. there was a one-year extension to the existing waiver to the

county through a year of covid, but now they have submitted the initial proposal and are working over the next several months to identify it. there's also a federal stimulus package proposed by the president-elect, and we are still waiting for additional details for that. and there's potential refunding -- from the government budget. so significant potential there, but allocations unknown. and then on the expenditure initiatives, i will talk a little bit more about this, but the covid response that we have developed centrally, the behavioral initiatives will have involvement with stakeholder groups. so both of these major initiatives, as greg mentioned earlier, would be delayed until the spring. and so our general fund reduction and target strategy is to -- our initial target is

$59.5 million to get to the first 7.5%, and an additional $19.9 million to get to a 2.5% contingency. we're going to continue to evaluate our revenue opportunities to meet reduction targets and we'll make every effort to avoid service reductions. it's something that we have done for the past several years. and we hope to be able to do the same, but, again, we'll have to continue to evaluate the revenue opportunities that we have. and then we sort of limit the number of new initiatives to ensure that we're focusing on the existing strategic priorities that i will discuss here. so the mayoral priorities align closely with those of d.p.h. so, obviously, the first and foremost is continuing to respond to covid-19. and, secondly, her priorities are around prioritizing equity programs. and there's the focus on

homelessness and developing programming. and then small important business and economic recovery, which is also tied to our covid-19 response. in addition, d.p.h. will also be focusing on the development of the new medi-cal waiver. so specifically in terms of responding to covid-19, as i have mentioned earlier, as part of the two-year budgeting that we put in sort of one year of covid response operations. we had about $205 million of expenditures related to covid that was budgeted for one year. so we're going to be working centrally to look at tailoring our existing response to ensure that we have sufficient resources for testing, outreach, investigation, tracing, hospital capacity, outbreak management, including isolation and quarantine and, of course, as we just discussed the vaccinations. and the mayor's office will be

running this through central covid command and take place through this spring. so we will not have details for february's submission, but as soon as we complete this process with the mayor's office we'll bring forward our proposal to the commission. in terms of equity, we'll be continuing to focus on the work that we have done before in terms of new trainings and data collection that will support equity inclusion in hiring as outlined in d.p.h. racial equity plan that was presented to the commission in december. we want to look to establish community engagement standards and resources to increase the communication, particularly in the time of covid. and we'll continue to look at the work flows and the resources to improve the quality of care and to really address the health disparities. in addition, in last year's budget we received $36 million

of new ongoing programming from dollars that was reallocated from -- reinvested from public safety departments budgeted and we'll continue to roll those our as well as the following year. in terms of behavioral health reform -- as the commissioners may remember that in last year's budget we programmed about $47 million of proposition c dollars to support expansion of treatment capacity, including site acquisition, establishing an office of coordinated care, and expanding case management and a new street crisis response team. expanding the hours at our behavioral health access center and pharmacy and increasing our services and shelter and permanent supportive housing. this is sort of the first phase that we had budgeted in to address some of the initial

requirements of the mental health s.f. legislation. but for the next year, and we have started and established a governance and project management structure for the program. and, in addition, the implementation working group, which is part of the legislation, was established and convened for the first time in december. this group has been -- is tasked with sort of making recommendations to d.p.h. regarding designs and services, and in addition the "our city, our home" committee will be providing oversight over proposition c dollars which funds some of these initiatives. and so these are two committees that we will continue to work with this spring. i understand that the timeline for developing recommendations to the departments will be around april and so we'll be working with them, taking their feedback, and then developing

behavioral health initiatives with consideration to the recommendations that they've made. in the meantime, we'll begin the hiring of new vacant positions and we'll continue that program development for that remaining allocation of dollars. so we have programmed $47 million and we believe that there's about $40 million left on programs allocated that we want to work with our community stakeholder partners on. and then, finally, the aims for the department. as i mentioned before the waiver expires at the end of 2021, and the state is developing a successor program that sort of really focuses on managing member risk and need and increasing flexibility in the medi-cal system, and improving quality outcomes and driving system delivery and

transformation through value-based initiatives and modernized systems and reform. in january, the department of health care services released an update to the proposal along with the government budget. we understand that we'll build on the prior incentive payment program and the redesign -- i'm sorry -- i'm forgetting what the acronym stands for. but incentive-based performance, value-based programs under medi-cal. and because that these really are value-based programming, unlike fee-for-service where there's a simple rate change, our revenues are based on the performance that we provide and the outcomes that we achieve. and so additional planning is needed to ensure that we are well positioned to maximize the revenue. i'll include a further update on

the waiver process. we are still learning details about what this new post-waiver world might look like. and we understand that it will probably still take a month or two to really understand the additional -- what specifically those programs might include. so for our next meeting we plan on presenting our balancing plan to meet our general fund reduction target. we will request -- have a proposal to be released with the governor's budget office. and we'll have proposal of the behavioral health and covid-19 response until later this spring. with that, that concludes my presentation and i'm happy to answer any questions that you may have.

>> president bernal: thank you, as well as mr. wagner. before we go into commissioner questions or comments, do we have any public comment? >> clerk: folks on the public comment line, please press star, 3, to make a comment on the budget item. star, 3. no hands, commissioners. >> president bernal: great. well, mr. wagner and miss louis, thank you so much for your fantastic work on this budget. i just want to remind everybody that last year you had to go through this process twice because of the pandemic and the change and the budget timeline. so, certainly, grateful to all of your work to get us to where we are now and know that this budget was just as challenging to put together. and it's also a good reminder with the mayor's priorities and equity and behavioral and mental health, how much they align with the priorities of the department. and how critical is the work that the department continues to do every day, even outside of the pandemic. so, thank you for bringing that all to us as well.

commissioners, do we have any questions or comments on this presentation? i don't see any. all right. thank you very much. we'll look forward to seeing you at the next meeting. >> okay, thank you, commissioners. >> president bernal: all right. moving on to our next item, which is other business. do we have any other business? and no public comment on this item i imagine. >> clerk: we'll make sure. any public comment on item 8? other business. press star, 3. no comment, commissioners. >> president bernal: we did not have a meeting of the joint conference committees since our last meeting, so there's no report here. which brings us to the next item which is consideration for going

into a closed session. do we have a motion to go -- or, mark, do we do public comment first? >> clerk: yes, actually, that's the right procedure. thank you. any comment on the closed session, please press star, 3. no comment, sir. >> president bernal: all right. do we have a motion to go to closed session? >> so moved. >> second. >> clerk: i'm do a roll call vote. [roll call vote] all right, the item passes. if you all give me 30 seconds, i need to switch over. anyone who does not belong in the closed session which is >> 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 to lifers 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 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 forboard of supervisors.

i learn new things every day it is challenging and rewarding for me. >> we get the privilege to work in an office that is innovating. 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 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 >> mayor london breed: twiceky before we have gathered in late january -- first at the national lgbtq center for the arts, then last year in the rotunda of city hall -- so i could share with you my view of the state of our city. as we gather virtually today, you don't really need me to tell you the state of our city. we are anxious. we're frustrated. we're impatient. and we are lonely. i know it because i feel it myself. and i know, in many cases, folks

are hurting even more than that. but if i can impart anything to you today, it is that we deserve -- we need -- to feel two more things: pride and hope. pride because we have pulled together to weather storms like we've never seen before. hope because we can see a brighter future. the fact is the state of our city is resilient, and it is resilient because of what all of us, every one of us, have accomplished this past year. i am speaking to you today from the moscone center, but my heart is really a few miles from here at laguna honda hospital. laguna honda is one of the largest skilled nursing facilities in the country. for 155 years, since it was founded to care for aging pioneers, laguna honda has served the neediest people of san francisco, through thick and thin.

my grandmother, miss comelia brown, spent her last 12 years in that hospital. dementia had taken her ability to speak before she arrived. but it never took her personality, not all of it, anyway. miss brown loved chewing gum. she had lost her teeth by then, but she loved chewing gum. so the nurses and staff there would bring pieces in their coat pockets and hand it to her to brighten her day. miss brown was always very particular about her hair and nails. she was a southern lady at heart, and a lady must look the part. so the staff painted her nails. they left each other careful notes to make sure her hair was done just right. she couldn't speak, but her caretakers were making sure we understood our grandma was still in there. we've all been reminded of something in the last year, something that i think i've known for a long time -- the men

and women of laguna honda, the nurses, doctors, paramedics, and staff there, along with all those taking care of people in need across the city -- they are heroes. they are the best of us. at the outset of the pandemic, we saw frightening news accounts of outbreaks in nursing homes all around the country. some called laguna honda a "ticking time bomb" -- a "powder keg." it's true, the virus could have easily swept through the laguna honda and killed dozens. hundreds. but thanks to our frontline workers, the department of public health, and everyone who did their part, covid was contained at laguna honda. and so it was with great relief, and great pride, that only a couple weeks ago we saw the staff and residents of laguna honda get their vaccinations, the very definition of the most vulnerable san franciscans, among the very first to get vaccinated. that filled my heart. that's who we are.

a year ago, i declared a state of emergency. 10 months ago, with our neighbors around the bay, we implemented the first shelter-in-place order in the country. and from there we continued to make difficult decisions -- heartbreaking decisions -- all year long. today, i'm standing in moscone center, which has been the beating heart of our emergency response. it was here where city workers from so many different departments came together to do whatever it took to protect this city. when we didn't have enough testing to know where the virus was, they were here. when we didn't have enough p.p.e. to go around, they were here. when we didn't have a federal government ready or willing to lead the way, they were here. the hours were long, the days were chaotic, and any sense of an ending to all this was impossible to see. but day after day, rain or shine, our city employees came and did the work.

and i want to thank each and every one of them who has walked through these doors or been out in the community, and those who are still here working today. back in march, a neighbor in midtown terrace wrote this on nextdoor: "when you go out and see the empty streets, the empty stadiums, the empty train platforms, what you're seeing is love in action." what you are seeing is hope we care for each other, for our parents and grandparents and doctors and nurses and people that we may never meet. take a moment to look into all . take a moment to look into all of that emptiness and marvel. it is the most remarkable act o solidarity that we we have ever witnessed. san francisco's response to covid-19 has been hailed as a national model. we have the lowest death rate of any major city in the united states. and though every life lost is a

tragedy, we have saved thousands of lives. and now we can see the light a the end of the tunnel. we were able to do this not just because our city government was collaborative, flexible, and full of dedicated public servants -- though it is. we were able to do this not just because our hospitals, nursing homes, and medical professionals are some of the best in the world -- though they are. we did this because of you. we did this because of the sacrifices you made, the losses you endured, the love you showed for people you may never meet. years from now, people will look back on what we've done, and i hope they will remember not the frustration and pain we feel now, but the love we showed, the lives we saved. take pride in that, san francisco. find hope in that. each of those lives is a

treasure. each of those lives is precious, every one of them. each one is one more grandmother, grandfather, mother or father, brother or sister, son or daughter, who will be there for the next birthday. the next wedding. the next anniversary. each life saved is precious. so, yes, it has been hard. and, no, we're not out of the woods yet. but we have been fighting for something real. we have been fighting for each other. don't forget that. and there is reason for hope. on monday, the stay-at-home order for the bay area was lifted, today, san francisco can begin to recover. today we can begin to re-open our doors, re-open our businesses, begin to resume our lives. with some restrictions, and many, many precautions, of course, but we are reopening. we are vaccinating more and more people each day, and very soon we will open another large vaccination site right here at moscone center. and with support from the state and -- thank god -- the new biden-harris administration in

the white house, we have a plan to administer 10,000 vaccines a day. we can see the light. folks, our recovery starts now. so i want to say something to all the people who are writing us off -- to those who are writing obituaries of san francisco -- we've read all of these before. we've proved them all wrong before. and we'll do it again. cities aren't a collection of buildings. if they were, the year 1906 would have been our last. cities are people. working from home doesn't spell the end of urban life, because cities aren't merely a collection of jobs. cities are people. cities are passions, culture, vibrancy, and change. but look, we san franciscans have thick skins. so we'll show the rest of you how we bounce back. when you get restless and wan to come dance to live music or

to see steph curry do his thing on the court, eat at the world's best restaurants, drink at the best bars, start your next business, host a convention right here at moscone center, or just watch the giants from your kayak, we'll be happy to have you. san francisco has always been and will continue to be a magnet, a destination, a place that draws people. we are the city of pride. today, with hard lessons learned, and so much yet to do, i believe we are at the start of an incredible recovery. we aren't just going to repair. we are going to reinvigorate. to come back even stronger. we will put people back to work. our businesses will flourish. opportunities will expand. and as we do all of that, our recovery will focus on moving our city forward and putting people first. we will continue our work to cut

the red tape for small businesses, because it's more important than ever. for example, in november, voters passed our small business streamlining measure -- proposition h -- and it's already working. one small immigrant-owned business that wanted to convert a hair shop to an ice cream shop -- saw their approval time cut from the normal six to nine months down to one day. one day. we'll build on this success and make it even easier to turn an idea into a thriving small business. bureaucracy can't keep getting in the way of people. our recovery also means building housing... now during this economic downturn. as we rise again, let's not repeat the mistakes of the past. we will put affordable housing dollars to work, and streamline the approval process -- even if it means going to the voters to do it. we will keep pushing to meet our goal of building 5,000 new homes each year.

and can we finally put to rest the fantasy that supply-and-demand doesn't apply to our housing situation? you may have noticed, rent prices went down, way down, last year... why? because demand went down. when it goes back up -- and that is a "when," not an "if" -- let's be ready with more supply, more housing, so everyone can afford to live here. we will continue to aggressively push forward our homeless recovery plan, which includes the large event expansion of permanent supportive housing in the last 20 years. and we will implement mental health reform, so we can get more people off the streets and safely indoors. we will continue to divert 911 calls from police through innovative solutions like our street response team. so people struggling with addiction and mental illness get better care.

and so our police officers can address violent crime and the burglaries and break-ins happening in our city. we want nothing more than to prevent crime from happening in our city, and, sadly, when it does, it is just as important to hold people accountable for the crimes they commit. we will continue to enliven our neighborhoods through outdoor dining on our sidewalks, our streets and in our public spaces. we will do more for families, starting with getting our kids back in school. our city can't fully recover until our students are supported, our schools are open. and i will continue to do everything i can to help get our kids back in the classroom. we will invest in people by investing in infrastructure. we can put san franciscans back to work by harnessing the power of public investments. we will strengthen our seawall, build parks, police and fire

stations, and mental health facilities, and improve public transportation. yes, public transportation is the lifeblood of a great city, and making muni work -- better than ever -- is critical to our economic recovery. in all, i plan to move forwar on more than $3.5 billion in city projects. just this week, for example, we opened our new navigation center in the bayview. this 200-bed shelter will serve some of our most vulnerable residents. but the project also created 330 jobs, during the height of the pandemic. that's 330 people who can provide for themselves and their families. and our recovery also needs to be about the arts, our cultural institutions and culturally diverse neighborhoods, and the public spaces we all miss so much. we will also help music venues,

clubs and bars -- who have lost so much -- get reopened and get back on their feet. 2020 was a year like nothing we've ever experienced. this terrible pandemic tore our neighborhoods, tore through our businesses, tore us from one another. it's taken lives, destroyed businesses, savaged our economy and tore at the very fabric of community. and we always told ourselves that the sun will still rise tomorrow, until one day it didn't. the streets of san francisco and cities around the country erupted with protests as our nation's legacy of racial injustice, white privilege and prejudice against black people boiled over. i will never shake the image of george floyd on the ground, a knee on his neck. that knee, that knee has been on

the necks of black americans for 400 years. and it's the knee of the chinese exclusion act, the briggs initiative, japanese internment, redlining and urban renewal and kids in cages and transgender discrimination. san francisco is in many ways a collection of people who were tired of living under someone else's norms or knee, and came here to find common cause. our diversity, our acceptance, our spirit is what makes us strong. and no virus -- whether it's named covid or h.i.v. -- will ever take that away. quite the opposite -- it will only make us stronger. it is in times of crisis that san francisco has thrown its true grit. we've been tested before. earthquakes. fire. recessions. shocking assassinations.

aids... every time, we were shaken, and we were tested. and every time, we didn't just bounce back, we pushed forward. out of ashes, we built an even greater city. out of despair, we formed even stronger alliances. out of tragedy, we forged even greater humanity. let's not remember 2020 only as the year we suffered. it was the year we learned what matters most. what binds us together. it was the year we sacrificed to save each others' lives. the hard winter is almost behind us, and hope lies ahead. as amanda gorman said just two weeks ago at the inauguration -- even as we grieved, we grew. even as we hurt, we hoped. even as we tired, we tried. and when day comes we step identity of the shade, aflame

and unafraid. the new dawn blooms as we free it. if there is always light, if only we're brave enough to see it. if only we're brave enough to be it. my fellow san franciscans, there is light. let's be proud. let's be hopeful. let's be brave. thank you.

good morning and welcome to the rules committee of the san francisco board of supervisors for today, monday, january 25. i am the chair of the committee, aaron peskin. joined by vice chair supervisor mandelman and committee member supervisor chan. and our clerk is mr. victor

young. do you have any announcements? >> due to the covid-19 health energy and to protect board members and the public t board of advisors is closed and members will be in the meeting remotely and committee members will be attending through the same extent and if they were publicly present. comments are available by calling 415-655-0001. that is 415-655-0001. the meeting i.d. is 146 592-7527. and press pound and pound again. when connected, you will hear the meeting discussions but you will be muted and is in

listening mode only. and when the item comes up that you wish to speak on and speak slowly and turn town the television or radio. alternatively, you may submit public comment by email to myself victor.young@sfgov dot com. and it will be forwarded to the supervisors and included as part of the official file. that concludes my initial comments. >> thank you, mr. clerk. please read the first item. >> item one, hearing to consider appointing one member for an indefinite term to the transbay joint powers authority. >> thank you. we have one applicant to this

seat for this interesting joint powers authority. that is alicia jean baptiste whose name is not correctly spelled on the agenda and needs to be fixed when it goes forward to the full committee to the full board of supervisors, but with that, ms. jean-baptiste who i have known for many years at many different incarnations at the planning department and san francisco m.t.a. and now as the head of spur, are you available to address this committee, ms. jean-baptiste? >> i am. good morning, supervisors. >> governor, alicia. thank you for your willingness to serve. why don't we start by having you

explain why you are willing to go on this mission and we may have a few questions and then open up to public comment. the floor is yours. >> thank you so much. thank you for considering me to this appointment. >> i currently serve as president and c.e.o. at spur and we focus on creating a more equitable, sustainable and prosperous region and prior to joining spur i spent about 16 years working for the city and county. about half of that time at the m.t.a. and the other half at the planning department. and one of the through lines in my career has been my deep belief in and deep commitment to public transit. the way we design our transportation systems ultimately determines not just what we have access to and who has access to it, but also has great influence on the land use

and two things together have a big impact on people's quality of life. i also know from my own personal experience how important public transit can be in meeting people's needs and i know from professional experience thats the a complex endeavor from system design through the trade off decisions that often hah v to be made on daily basis. and i became interested in serving on the board because i think this board has the opportunity to shape is experience of the residents of san francisco and the tjpa can do this and with my professional background and personal experience, i hope to add value

and am happy to answer any questions you may have. >> supervisor: are there any questions from committee members? vice chair mandelman. >> supervisor: thank you, chair peskin and thank you, ms. jean-baptiste for your willingness to serve on the tjpa. i want to also thank you for your service on the transit performance working group that exercised that we have a year ago, although i am not sure how much of it is still immediately usable, but i was grateful for your contributions there. i wanted to see you could talk -- and chair peskin knows much more about the tjpa's path than

i do, but if you have thoughts to share on where we have been and where we're going, and kind of your vision for the tjpa and having these next sort of next phase meaning the downtown extension be a more elegant, cost effective, and timely exercise than the last part of it was. >> thank you, supervisor. and it was really quite a pleasure to work with you on that task force. that was a lot of fun. yeah, i mean, i think the reality is when you are working on something that is as complex as transportation infrastructure, there are a lot of, a lot of considerations that come into -- that come to bear

on how quickly you were able to deliver something. with that being said, i think that we have this moment in time for the next couple of years where we have i think a potential openness at the federal level to be responsive to what the bay area identifies as its priorities from the transportation infrastructure standpoint, and i would hope that the tjpa board would be able to be part of the conversation in terms of getting the region to a point where we can speak with one voice on what those priorities could be. i would say typically to get to that kind of clarity requires a fair amount of coordination and collaboration because we have so many things that we are trying to solve for at the same time. but the way that the infrastructure intersects and ultimately lands in san francisco has such a profound bearing on the connectivity of the region all the way from the

south and really up to sacramento that i think we are in this pivotal position to be holding those conversations. i would hope some of my experience of working in a complex, government setting would be valuable in being able to provide some efficiency going forward. but i also think that this conversation around what our priorities are going to be and how we make the connectivity happen is going to be really critical as well to get to a shared vision that is then easier to implement. >> thank you. >> thank you, vice chair mandelman. member chan, any questions or comments? >> supervisor: thank you, chair peskin. and it is with great pleasure to be here today just to have the

opportunity to join in the decision making process for the transbay joint powers authority appointment. as a former staffer for supervisor maxwell who sat on that seat for quite some time during her tenure, i do understand that that body really is focussing and has always been focussing issues and transportation issues really in that area. so representing the west side just kind of want to get your take, ms. jean-baptiste and what are your thoughts of while it is a huge task and just think about transit in the regional sense. any thoughts on how do we bridge that gap in terms of where the east side of the city versus the west side will connect in a

holistic way? >> how do you make sure you have the appropriate connectivity and one of the things we all know is that designing a system that lacks that kind of secondary first or last mile connection makes it much less usable and certainly needs to be a conversation as we go forward. i think fran is somewhat unique among bay area cities with having, frankly, better public transit access and connection than many of the other cities do. with that being said, it has to be part of the design and consideration or we limit the effectiveness. ultimately we want this system to be something that people can use from all parts of the city and all parts of the region.

awe thank you for that question and answer. alicia, the tjpa was the creation of then assembly member carol migdon at the request of then mayor willie brown jr. and was in essence another redevelopment agency, but with a different hat and a different mission. and phase one of that obviously was the building of the transbay terminal. and the second phase is, of course, bringing at a minimum caltrain into that facility and hopefully some day high speed rail with visions of a second crossing that may go through that facility. what i would like to visit with

you about and there's actually a body of work that was done under the auspices of the county transportation authority, and there is no right answer to this, but what you envision as the future of the tjpa, both in the near term and the longer term, if you want to ruminate on that. >> i do think that that phase 10 action is really essential. and of course, we have to go in stages and make sure that the trains can actually make it up into the central location and on over, but i again would hope that sitting in this center of the regional connection as the terminal now does would put us in a position to be thinking about how to make sure that we have the connectivity going north, going east, going south as well.

and i agree i am very hopeful that high speed rail will eventually find its way here. i think that it will take some concerted effort to actually make it happen. and probably need to be thinking about how to ensure that it gets to san jose to begin with. so i would hope that one of the things that i think we have struggled with as a region is a little bit of a lack of coordinated service planning. i would hope in the conversations we would lay the ground work for, again, the broader regional vision of how we maintain connection. and i know that we have had this moment recently where people have felt like maybe public transit isn't going to be the future, but i can't imagine a successful bay area without public transportation and i think we need to double down on investment rather than walk away

from it. >> thank you for ruminating. and let's open this up to public comment for item number one. >> members of the public who wish to provide public comment should call 415-655-0001. the meeting i.d. is 146 592 7527. press pound and pound again. if you haven't done so, dial star 3 to join to speak. the system prompt will indicate that you have raised your hand. please wait until the system indicates you have been unmuted and you may begin your comments. do you have any members of the public for public comment at this time? >> can you hear me now? >> yes. please proceed. >> great. day did pillpal on this item i

short alicia jean-baptist ex-and i have known her a long time. we have had highs and lows, but she's pretty great. i know she will do well on the tjpa. and can we have the next caller please? >> you may want to turn off the radio or television. i do hear the delay on the system. speaker, you may begin your public comment.

>> mr. chair, that completes the queue. public comment is closed. and ms. jean-baptiste. thank you for an adult life of public service to the city and county of san francisco and the bay area at large in the interest of public transportation and good city and regional planning and with that, i would like to make a motion to move this to the full board of supervisors. mr. clerk, on that motion, a roll call please. >> i believe the motion is to -- >> to appoint alicia jean-baptiste to seat three with a residency waiver if i am correct. >> you are correct. it does require residency waiver. she lives in the east bay by night but in the city of city of san francisco by day and the