[roll call] >> clerk: great. commissioner chung, would you please read the land acknowledgement? >> yes. it's my pleasure to read the land acknowledgement. the san francisco health commission acknowledges that we are on the unceded ancestral

homelands of the ramaytush ohlone who are the original inhabitants of the san francisco peninsula. as the indigenous stewards of this land, and in accordance with their traditions, the ramaytush ohlone have never ceded, lost, nor forgotten their responsibilities as the caretakers this place, as well as for all peoples who reside in their traditional territory. as guests, we recognize that we benefit from living and working on their traditional homeland. we wish to pay our respects by acknowledging the ancestors, elders and relatives of the ramaytush ohlone community and by affirming their sovereign rights as first peoples. >> okay. for folks watching, we're going to go out of order on a few orders because of commissioner conflicts and issues. so we're going to go item 10,

commission chow, can you give an update? >> oh, surely. the finance committee met this afternoon and reviewed a number of contract renewals. i'll list them quickly for you. you do have the text. the first was the family services, approximately $2.6 million to be extending the term for five years, for a total proposed amount now of 2.9 million. the increase are due to a number of causes that are included in the increase,

including an increase of 100,000 in medi-cal funding and state matches. of interest is the fact that in july of 2023, the foster care treatment and rehabilitation services will drop out of this contract, and so does that portion of the money, as they are going to be going out for a different contract. the second contract that we reviewed was port health, which is to extend this contract for 2028. this is a substance abuse program for residents and will just be an extension of their services which have been reviewed by staff and inside of covid. they were able to perform a

number of services needed in our community, and so it's an extension of the contract of about $1.5 million. the third contract we reviewed was project open hand. as you know, they deliver food packages and also are doing nutrition counseling under this contract. it's a contract for about $1.7 million. will be extended here for 2027, and they, in fact, served over 2,000 clients, unduplicated over the contract year that was reviewed. the next contract is the san francisco aids foundation. this extends their contract to 2025 and adds about 600,000 in funding that comes from various courses. in this contract, they have a

multimillion dollar series of contracts with the department. this work is in regards to h.s.c. the next contract that commissioner guillermo will later describe, and the last contract is the children's network. this cares for children and their families, particularly in the black and african american communities. it is a hub of collaboratives of city agencies that are caring for those that are in great need and goes to

3.9 million. all of these were recommended for your approval at the consent calendar. mark, did you want commissioner guillermo to describe the chinese hospital or do you want to take that up separately?

[indiscernible]. >> and the committee did recommend its approval, and dr. chow was not present for this discussion or this recommendation. >> thank you, both commissioners, and we can move on -- commissioners, any questions? anyone else? >> and should we solicit public comment? >> yes. folks on the line, if you would like to make public comment, this is item 10, because we jumped ahead to the public finance committee comment,

press star, three to raise your hands. all right. item 3, consent calendar. >> okay. i'll have to recuse myself for the chinese hospital item. >> okay. i'll move to adopt the consent calendar. >> second. >> clerk: okay. i'll do a roll call vote. i will not start with commissioner chow because he's abstaining. [roll call] >> clerk: thank you all very much. the item has passed, and thank you again, commissioner chung, for joining us for that. >> thank you. thank you so much. >> oh, my pleasure, and happy new year, everyone. >> clerk: and to you, too. i'd like to go back to the original order of the agenda.

item 2 is the approval of the january 18, 2022 meeting minutes. >> all right. are there any amendments or corrections to those minutes? okay. hearing none, is there a motion to approve? >> i so move to approve the minutes of the last meeting. >> is there a second? >> i'll second. >> is there any public comment? >> clerk: folks on the line, if you'd like to make comment on item 2, the minutes, please press star, three now. >> aside from public comment, i'm sorry, i did go into a suggestion on part of the minutes on page 7, and i just noted this now. under the section on the

covid-19, dr. susan ehrlich stated that the department was using policies rather than measures. >> clerk: i'm happy to make that edit. commissioners, if you would consider that edit in your vote. and since there's no public comment, i'll take roll. [roll call] >> clerk: all right. so the minutes are passed. thank you. >> all right.

so director's report. >> good afternoon, commissioners. grant colfax, director of health. you have the director's report in front of you, but i'm going to highlight a few things. we have a shared effort across multiple city departments that's currently being led by the department of emergency management and is modelled very closely on our covid response. i think things are going well. we continue to iterate and serve people who are coming into the center the most, but just a couple of key metrics. the center is welcoming over

200 guests a day, and during the first week of operation, the center hosted over 1100 visits, with 268 meaningful engagements, nearly 200 referrals, and naloxone was administered three times, and the center has been received well by guests, and there are repeat guests, and really, the model is to make it the one-stop shop that many of us have been trying to make it for a very long time, and really, d.h.s. is trying to make it linkage to behavioral health treatment, medical services, and we're collaborating with our other colleagues with regard to other needs, which includes requests for housing, other shelter, food, and

clothing, so just to give you an update on that. in terms of additional items on the director's report, we did have a very exciting extension of $5.4 million to the right to recovery fund. this was announced by the mayor along with supervisor hillary ronen. this will extend the program to the end of june of 2022 to meet the current surge in applications, and the current program will continue to support covid-19 positive san franciscans who continue to need financial help to survive. this is an effort that we are in close collaboration with with the office of economic and workforce development. this is really an economic support program that augments and supports people who have a key health issue, and we're

also collaborating with ucsf and community-based organizations, including the mission economic development agency and the young community developers. moving on, i do want to share some news with regard to our drug overdoses in the city. as we know, we are faced with a pandemic of drug overdoses, unfortunately deaths. just a few -- on january 19, d.p.h. made an announcement that overdose deaths were 20% lower than 2020. this is based on findings of the chief medical examiner, and obviously, we continue to strengthen our drug overdose response across the city, including in the linkage center and expanding treatment options

and overdose prevention, including through mental health s.f. and the extension of many other programs as the commission has already been briefed on. there are multiple overdose presentation initiatives that are being developed or underway, and i would call your attention to these in the bulletin report. we're seeing the first signs of -- next topic, in keeping with chinese new year, on january 29, catherin wong hosted a celebrity cooking show with martin yan.

thank you, catherine for organizing this event, and it's always good to bring a celebrity chef to d.p.h. and encourage healthy eating in the community. finally, in recognition of our outstanding d.p.h. team, occupational health created, under the leadership of jenna cohen, started a new monthly leadership letter, called be safe healthy buzz. the newsletter split into two topics, which presents information on how to create relevant safety material that managers and supervisors can readily share with their staff. so in terms of one of our key initiatives at the department, making sure that staff are safe. this is a really great effort on the part of jenna and zuckerberg san francisco

hospital. so just wanted to highlight that because we have so many incredible people doing great things, not only with covid but also aspects to protect our community and our staff, as well. that's my director's report, and i'm happy to answer any questions. >> thank you so much for all of this very positive news. excellent. is there any public comment on the director's report? >> clerk: folks on the line, if you'd like to makes comment on item 3, the director's report, please press star, three so we can recognize you. again, star, three. i see no hands. commissioners? >> okay. what about commissioner questions and comments? >> i -- i'm sorry. i can't raise my hand for some reason. it just sort of didn't give me the option today, but i did

want to ask director colfax, because of the great initiatives going on and the great timeline going on, is there something that we can follow to understand the time when certain of these items are coming on? i know that we've received the street organized response. i'm just wondering if there's an organized way we can watch through the program. >> thank you, commissioner chow. are you talking about overdose initiatives in the broader context or the tenderloin action in linkage center? >> well, i think both. and actually, it all fits in

with mental health san francisco, too, so it's all just in a regular fashion trying to keep up with the different ones. we looked at the street overdose response team, which took a number of people away from care, and that was successful, and now that we have so many of these, it would also be perhaps the same as the mental health san francisco, and perhaps you want to separate the two. but i leave that to you to present this in an organized fashion so that we can all be tracking it and understanding the progress that the department is making. >> absolutely, and we'll work

to collaborate something that's going on and the work that we're we are -- we're spear heading. happy to report back on that. >> any other questions? i'm sure the report will be impressive for us, so thank you especially in the context of covid. it's great that you're able to do this work. really remarkable, so i guess we'll go to the covid update. >> great. grant colfax, director of public health. i wanted to start off with a

number of announcements because we are likely in a transition state and how we're preparing the best we can for what is still an uncertain future. what we do know is omicron is more infectious but creates less severe disease. the vaccines are very effective in preventing severe illness and death, and i would just really reinforce that by citing c.d.c. data released on friday, which showed people 65 and over, people who were fully up to date on their vaccinations were 49 times, 49 times less likely to be hospitalized with covid, and for the age group between 50 and 64, they were 44 times less likely to be

hospitalized with covid. and as the commissioners know, there are very few things in medicine where you have that magnitude and effect, so just reinforcing what a powerful tool and foundation these vaccines will continue hopefully to be. our robust efforts have prevented many severe cases, saved lives, and helped maintain optimal capacity, and again, i think the foundation is our high vaccine rates but other rates, as well. i think the thing that omicron has highlighted is covid is here to stay. we need to continue to show compassion and grace for those with covid-19. many of us have had covid-19 at this point, and while we won't

be able to prevent every case, our focus needs to be on preventing the worst outcomes. what is likely in the near future is that -- well, this is not just the near future. this is now. the surge has peaked, and hospitals are very slowly starting to decrease. supplies of test kits are improving, the rapid test kits, and that retroviral medications should improve soon. and then, the on going response and planning at the local, state, and federal levels must be flexible and elastic to respond. our focus should be on equity and maintaining hospital capacity and preventing deaths, but there's a shared responsibility for all health care providers for vaccines and testing. that we must balance the covid response with multiple competing health issues, including behavioral health, and take lessons learned from covid and strengthen our

community health partnerships not only with covid but many illnesses that we know that existed before covid but that covid highlighted. i would like to ground this in our national, state, and county comparisons. with our death rate, you see that the deaths per 100,000 population, you see we have unfortunately exceeded over 700 deaths of san franciscans due to covid-19, very unfortunate, you see that our deaths per 100,000 population, our death rates remain the lowest. the initial series of vaccine, we're at 82% and tied for first

place with miami-dade in florida, and then higher than these other jurisdictions. and booster rates are not available for jurisdictions on the left-hand side of the slide, but you can see our booster rate is at 64%, and far higher than the state as a whole, and far higher than the rest of the united states. i just want to take a moment to thank the residents of san francisco and health care providers alike. so our surge, we are on the down slope of the surge. you see that the san francisco pattern, which is shown on the larger graph here, is in the insert of the national trends, and you see that steep decline. just to acknowledge that we are up at almost 270 per 100,000 cases, and then, the sharp

drop, 125 per 100,000 cases per resident. in terms of case rates by vaccine status, not only are these vaccines so protective against hospitalization and death, they still provide substantial protection from covid-19. we see the rate among unvaccinated rates -- among unvaccinated residents is still nearly 300 cases per 100,000. we see their initial vaccine series, it's 101 cases per 100,000. next slide. we have peaked at the -- we actually reached our highest level of covid positive hospitalizations during this surge, at 286. that number has now come down to 243 people on the 28 in the hospital with covid-19.

we estimate that between 30 and 50% of these cases are people who are in the hospital primarily for other conditions that are not covid, but just to remind the commission that this still requires -- takes tremendous burden on our staff and just hospital operation capacity because obviously somebody who has covid even if they're in the hospital for a different reason has to be treated very -- in ways that -- prevention control and so forth and ways that take substantial health care system resources. next slide. in terms of our vaccine administration, you see here we're at 64% -- 64% of vaccinated residents boosted,

among them people 65 and up. and 11 and up, 62% have completed the vaccine and booster set. this is far above the national average for this group. booster recipients by age, 65 and plus by 81%, 12 to 17-year-olds at 32%. other age groups in the middle, we're seeing a slow but steady increase in booster receipt now. there are booster appointments available widely across our city, and just to remind the commission, we still have 100 sites across the city where people can get vaccinated, so

san franciscans are within five to ten minutes of a vaccine site. and again, boosters are available at many of these sites, and again, capacity to provide these boosters is not an issue. next slide. so in terms of the future state of covid, just to emphasize that this virus will remain with us, and there may be future variants and surges. we'll continue to follow the data and science. that we can and learn to live with covid in ways that do not fully upend our lives and balance our approaches going forward. many people can and will get covid, and we need to focus on an equity driven response, focus on preventing hospitalizations and deaths and maintaining hospital capacity not only for those who have covid but other serious medical conditions for those who need to remain in the hospital. we need to focus on keeping

schools and essential services open. our efforts include vaccinating and boosting everyone who is eligible, layering risk reduction strategies when needed to reduce transmission through masking, ventilation, reducing exposure, staying home when sick, testing, and other measures, and continuing to work with community partners and leaders to prevent and mitigate covid-19. and some possible scenarios in the medium to long-term, there is some discussion on the more optimistic continuum, that covid response is similar to the flu response, where there may be future variants, but they are manageable, and perhaps vaccines -- either the current vaccines continue to work well against these variants or they continue to be

modified. and then, on the other end of the spectrum, other variants emerge. certainly plauzible, given the overall rate of vaccination, both in the united states and globally at this point. so that completes my update to the commission. happy to take any questions. thank you for your attention. and i think we would like to link ourselves to the gratitude that you express to the department of public health and community members who kept us safe. is there any public comment on this item? >> clerk: folks on the line, if you would like to make public comment on item 4, press star, three. i do see a hand. i'm going to read a statement before i unmute this person. for each agenda item, each

member of the public will be allowed three minutes to make a comment. it does not allow members of the public to engage in back and forth conversation with commissioners or members of the commission. i will put two minutes on the clock, caller, and then, i'm going to unmute you. please let us know that you're there. >> hi. i'm here, and i'm ready. this is mike petrellis calling, and i want to again remember that d.p.h. begin a discussion about mailing residents masks and covid-19 tests. i think that the good news that grant colfax has presented today is terrific, of course, and that we can build on the good news of today and all those statistics by making sure

tests especially are mailed to people. i'm still waiting for the h.h.s. to mail me the four tests for my husband and i. we signed up on the first day. we requested the four tests. they were supposed to have arrived by now, and they haven't, and i think that an effort in san francisco to mail residents masks would greatly complement what the feds are trying to do. and regarding masks, you know, dr. colfax said the covid is here to stay. we adapt to it, it adapts us. and i think in the guidelines, we need to say at least masks. everyone needs the n95 masks

now and in the future for other variants that may come along, and, of course, other viral epidemics that could be on the agenda. that's what i have to say. thank you. >> clerk: thank you very much, caller. so commissioners, that's the only comment that i see. >> and are there commissioner comments or questions? i believe that commissioner chow had some that he submitted -- oh, and his hand is up. he raised his hand. >> i figured out another technical area i'd like to try, and it worked. thank you. well, i have two areas of concern -- well, they're not really concerns. first, i've been receiving a lot of questions concerning the second booster, and there's a lot of what seems to be conflicting advice, and i'm

wondering if our departments have any word on it. i've unearthed that some of the vaccine sites will not ad summer a second booster while some site -- administer a second booster while some sites have and what time that will be. and particularly, the issue of covid in the s.r.o.s, and i know that dr. colfax was involved in that, and i was wondering what the response was in that. if a resident gets covid in an s.r.o., it's not very possible in these congested and

congregate living places to adequately shelter in place with the isolation or quarantine, so i had wanted to try to understand the response that the department is now trying to reach out and do. s.r.o.s are, as we know, a large number of people who are living in them in both the mission and in chinatown, and those are my two questions. >> well, thank you, dr. chow, and i will respond to the question about boosters, and another doctor is on the line to clarify about the question about the s.r.o.s -- to respond to the s.r.o. question. so just in terms of the -- of boosters, second boosters may be offered in other countries

internationally so just to emphasize that. i think that there's two places that may be confusing to people with regard to additional vaccines that d.p.h. is offering. one is for j&j recipients, johnson & johnson vaccine recipients, we are offering a successive dose. we are now offering a third

dose that should be given after the second dose, and we offered a second dose to j&j recipients before service recommended by the c.d.c. we are now offering what we call a supplemental dose to those j&j recipient, so if you're old enough to receive a j&j, you would receive a booster shot, and then, you would be eligible, five months later, for a third shot, so just to emphasize that. and i think the other piece that goes to people who are immunocompromised, for people who are moderately to severely immunocompromised, the c.d.c. recommends that those people receive an additional dose 28

days after their second dose. and then, people in this group can then receive a booster dose at the usual interval sets recommended by the c.d.c., the state department of public health, and the d.p.h., so i hope that clarifies with regard to the question you asked. >> no, i appreciate your comments that the second booster, and the number of people that are thinking of it. i think the second question came of fragile or multiple illness versus immunocompromised patients, but i think you're saying that the c.d.c. has not really talked about that group but just the

immunocompromised. >> that is currently as we understand it, and again, there are no recommendations for second boosters in the united states from the c.d.c. or the cdph, and again, we are offering that supplemental dose to j&j recipients consistent with our prior recommendation for a second dose. that is now that third dose. >> thank you for that. again, i'll try to bring that up to people that are asking, so thank you. >> thank you, and i'll turn to dr. baba for the question that you had about isolation and s.r.o.s. >> thank you. thank you, dr. colfax, and dr. chow, to your point, i think one of the things that we know about omicron, you know, with the spread of it and being so

rapid, it is really -- there are -- it's hard to make an intervention that will make that spread, so absolutely, vaccines and boosters being fully up to date is the best way to ensure that we are preventing severe consequences of the disease. and so we have several efforts of ensuring, working with our s.r.o. communities to get people boosted and also get people connected to tests if they need them. i know there was a testing shortage for a while, but we have a good supply of rapid tests and have been providing that to our community partners in places where they serve the community, like the mission, as well as like you said, in chinatown. and if somebody is living with somebody that is at high risk for a bad outcome from covid or if there is an unvaccinated member of the family, they can definitely call our resource

center and get, you know, guidance, and also, will get a recommendation of an isolation and quarantine room to see what's the best way to proceed. i know that this surge was particularly hard on the fact that people living in congregate settings were, you know, getting infected. i think the good news is across our congregate settings, including s.r.o.s and shelters, we did not see outbreaks, and i think that's because most of san francisco has heeded the message of getting vaccinated and boosted to a large degree. >> so i guess i appreciate the information. the chronicle seemed to

indicate that as people were looking for advice, they weren't getting information in terms of living closely together. i'm not sure if they are reassured the illness, especially if you've already been vaccinated is not as serious or if it becomes more serious, let me know, and i'm going to get you somewhere. is there adequate support for that. i know that everybody is stretched really thin, and i understand if i were to answer any phone, i might tell you the same thing, and yet, people don't feel that they can just call you. do you have more of a direct or personal intervention where it sounds like they might need some more intervention or services? >> yeah, i agree with you on that front, and that's where people that work with the community on a regular basis are so important because that

you are our trusted partners, so really working with our c.d.o. partners to get that message out. obviously, if there is a frequent need -- and i forgot to mention we have more of our hot food deliveries so that keep can isolate in place so they don't have to use the kitchenette, which was also brought up, i think. so we are definitely working towards continuing our message through the s.r.o. task force that was convened early on, and continuing those community connections, but we can always do better, absolutely, and happy to hear from you separately if needed on some of the gaps that you might be hearing about. >> yeah, no, i appreciate that. i guess my final question that just came up as we were talking is do we have the language capabilities to help explain adequately in at least how people understand and were simply, you know, the concepts

that a mild case may not require this but if you need to be isolated, i do have these services, and not just call it a different line or something. >> yeah, and that's a great question. i can specifically ask about the line around the language capacity. i think there are hopefully multilingual options available, but i think as you noted, some of this messages has to go through trusted messengers in the community so it's not just somebody on a phone recommending that. so i think both sides of that will be important moving forward. >> i think it will be important in the department. i will certainly reach out, and we can try to resolve, you

know, the areas that they have concerns about. i appreciate your explanation. thank you. >> thank you. any other commissioner questions or comments? i guess i just had one. do we have any data about the percentage of individuals in s.r.o.s that have been boosted? does it reflect the excellent numbers that we have for the community at large? do we know? >> thank you, commissioner. i don't know that we have -- oh, go ahead, doctor. >> thank you, doctor. we have databased on age but not on living situation per se. >> okay. well, i guess no other questions or comments, the next item is general public comment. is there anyone on the line? >> clerk: sure, yes. there are people on the line, and folks that are on the line, if you'd like to make a general public comment about something,

about a topic that's not on the agenda, this is the time to do that. please press star, three to raise your hand so that we can acknowledge you. your general public comment, again, star, three. i'm going to give it a few more seconds, commissioners, just so we don't miss anyone. all right. i see no hands. >> all right. then we are going to entertain a resolution to celebrate black history month, and i believe that dr. bennett will present. >> yes, and before dr. bennett speaks, if i may read the resolution? >> yes. >> celebrating black history month. whereas black history month celebrated in the united states from february 1 through march 1 each year, providing an opportunity to highlight unique contributions of black african american individuals and communities. and whereas the association for the study of ari can american life and history sponsored a national negro history week in 1926, choosing the second week

of february to coincide with the birthdays of abraham lincoln and frederick douglass. these events spread across cities and college campuses in the decades that followed. and while gerald r. ford was the first president to recognize black history month in 1976, and every area and endeavor throughout our history. and whereas since 1976, every u.s. president has recognized february as black history month and endorsed a specific theme. and whereas the 2022 black history month theme is black health and wellness, exploring the legacies of black african scholars and medical practitioners in western medicine, in addition to many

other modalities of practitioners in the black and african american humanities. the resolution acknowledges the impact of racial discrimination and the many health disparities, including higher rates of covid-19 faced by black african americans in san francisco. and whereas the san francisco department of public health developed its public health equity action plan, and whereas the health commission monitors implementation of the d.p.h. racial equity action plan through quarterly updates through the d.p.h. office of public health equity, and whereas the d.p.h. has developed programs to combat health disparities, along with

supporting covid-19 prevention activities in the black rfri can american communities in san francisco. and whereas the d.p.h. community funds programs directly impacting san francisco black communities, such as the san francisco aids foundation, rafiki coalition, bayview-hunters point foundation, children oral health initiative, among many other effective communities. therefore be it resolved that the san francisco public health commission recognizes february

as black history month and continues the partnership with and further resolves that the commission health commission celebrates black health leaders in all aspects of d.p.h. and all the services that it provides. dr. bennett? >> hello. i am really proud and grateful that we are moving in this direction, and i wanted to just comment on how the commission taking these

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>> i know that the commissioners have had some questions about labor shortages, and while this definitely doesn't directly address the national issues that are happening, a lot of this investment is really around expanding our ability to recruit and retain our existing staff and employees. in addition, this initiative also adds five f.t.e.s to the racial equity program and increasing the number of racial equity [indiscernible] within the department. in addition, we're focusing on investing in d.p.h. operations

and adjust core operating, adding six f.t.e.s and other positions to dramatically increase the communications and supply chain management and another one related to security. for population health, we learned a lot in the last two years. we will support the division in managing infectious disease prevention preparedness response and recovery and ensuring that we have a workforce that is driven by data and the data science.

simley, responding with what we call sepr. this has been at our heart of response to covid-19, and we are working to ensure that we can enhance our capacity and rapidly respond to emergency management including covid-19. on the ambulatory care of side, at jailhouse, we are proposing to expand reentry services, expand norepinephrine doses and add quality of improvement to jail health. it's to increase [indiscernible] and expanding discharge treatment and planning and improving quality of care and documentation in jailhouse.

next initiative is covered entirely by dentacal revenue, but with the opening of the new covid public resource center, we have an additional dental care that we would like to staff, so we're adding dental staff to staff that expanded capacity that we have, as well as one additional staff member at the southeast community health center to improve patient flow. [indiscernible] so within -- for our maternal child health, we are expanding our coordination and adding two public health nurses to target their health disparities for

low-income women, focusing specifically on pregnant black african american women. moving to the hospitals, at laguna honda, we are investing in care coordination to improve admissions and discharges and as well as to address the complex care needs at laguna honda, and we'll ensure that we have additional clinical care support. in addition, we'll add an beneficial behavioral health -- additional behavioral health emergency response team. commissioners may remember last year we added one during the day shift, and this will expand the service to cover nights and weekends, so we will have the necessary care for patients experiencing escalating levels.

[indiscernible] we are increasing clinical support at zuckerberg san francisco general, operationalizing 15 surgical beds in the h.s.h. unit. previously, we have used this as a flex unit and project funding to be able to surge up and staff these beds. however, just given our historical and recognizing the continued need for an elevated [indiscernible] at san francisco general, we're proposing to replace that project with permanent staff in clinical and ancillary services as well as providing u.c. support for imaging

[indiscernible] and also reorganizing the surgical and intensive care units [indiscernible] so overall, while the costs are 1.9 and 2.4 million, we are [indiscernible] to help cover the additional f.t.e. involvement. the next initiative is a prior year initiative around expanding our special pharmacy program. this is for additional patients and work that's needed. we think can he with actually achieve savings -- we can actually achieve savings with the general specialty pharmacy.

the next is implementing impella cardiac support devices at zsfg. this is improved treatment, and if we are able to have the capability of acquiring these devices, we can provide these procedures within zuckerberg san francisco general and avoid out of network costs for transferring patients to other hospitals in the region. last but not least, zuckerberg will also be adding positions to staff for designated position entries at zsfg. this is actually based on work that started as a result of covid and screening, but what we found was that by adding these screeners at these

entrances, we [indiscernible] security and [indiscernible] to better navigate and get to the services and people that they need to see. and last is the inflation rate. similar to prior years, we [indiscernible] has increased cost for pharmacy and food and other [indiscernible] which provides all the medical and clinical services at the hospitals. there is an increase of $12 million, a 5.4% increase year over year and brings the final increase to 236 million by the

second year of the budget. lastly, commissioners may recall we have a persistent shortfall in our revenues in the office of managed care. we see about $14 million shortfall related to the shift of people from using medical reimbursement accounts rather than healthy san francisco because with m.r.a.s, they can buy insurance rather than enrolling. this is consistent with what we've seen in our financials, and we are trueing it up here. also, as you are aware as commissioners [indiscernible] while we have assumed 6 million of this revenue, but we are holding off on recognizing any of it until the [indiscernible] process is completed over the next through years, and so for the time being, we are taking

it out of our revenues, which is a net revenue reduction of 20.5 million [indiscernible] so all of these reductions are summarized here. overall, we are present being a slightly better than -- presenting a slightly better than balanced proposal with our additional investors and our key strategic priorities. we do have -- we are slightly on the positive side, which we will use for technical corrections or apply towards future -- future needs around covid, and so for next steps, with your permission and approval, we will submit this proposed budget to the commission -- to the controller and the mayor's office. over the course of march and

may, we will develop our covid continuity plan. in addition, we will work with our our city, our home commission to develop any spending plan. it's similar to what we developed in the prior year. unlike the year prior, when we were building it up from scratch and appropriation, i think it'll be a less intense process, but we'll always look to improve and update our spending plan for these critical services. and again, the mayor's proposed budget is due on june 1, and then, on june -- between june and july, we will have forward [indiscernible] and with their approval, they will adopt the budget by the end of july. and with that, that is all i

have for the commission. i am happy to answer any questions, and i had a lot of information. >> well, thank you so much. your information, and you way you take these complex ideas and distill them. you know a lot about the cardiac component, but it's remarkable the knowledge you need across so many different things related to health care to present this, and to do it with such clarity, i think it's commendable, so i think i speak for all the commissioners when i say thank you for taking these complex issues and making it easier to understand. i guess i should ask for a motion to approve and then public comment, mark? >> clerk: yes, that's correct. >> is there a motion to approve

the budget as proposed? >> i so move to accept the budget as presented. >> and is there a second? >> roll call vote. >> clerk: i'll call public comment. folks, if you wish to make a public comment on the second item on the budget, item 7, please press star, three now so we can recognize you. again, star, three. i do not see any hands, commissioners. >> and then what about commissioner questions and comments? >> actually, commissioner green, we did actually have a question that i failed to address. it was around labor and wages, and so all of our civil service employees are represented by a labor union. i believe almost all of them have open labor contracts, and we are starting open labor negotiations this spring and

through the mayor's proposed budget. there are wage increases assumed as part of the five-year [indiscernible] protection of 3.2% as well in the first year and then an additional 2.8 based on c.p.i., and that's assumed on the wages this time that the final wages will be a result of the negotiations that will occur this spring. >> thank you. i had asked whether there was cushion in the budget given all the news about inflation as well as the competitive job market. commissioner chow, i know you had some questions. were they answered in advance? >> let me see...

>> i think you might be on mute. >> now can you hear me? >> yes. >> sorry. i guess next month we won't have this technical problem. or maybe we will. i wanted to commend the department and all of us to say that this is one of the very few times, if not the first time in many years, we were able to look at trying to do those things that improve the department rather than just sort of keep the department above water, and sometimes we had to make [indiscernible], and sometimes, it's been hard to read over these years, and now, we're talking about adding people and adding types of

programs. i found that, in the 100-plus pages, there was just an excellent detail of all the thoughts that were going into these initiatives, and i just wanted to really say i really appreciate all of these initiatives and programs that we've had for a long time. [indiscernible] more transparency in terms of the total number of people that we're adding to the department and, obviously, then, that's probably a very small percentage, but i don't know how many people we're adding

versus the department already has about 6,000 or 7,000 employees, so there's no question that i think you made a good case of all the things that have to be done and should have been done long ago, many of them, and opportunities to improve both our systems, and obviously, with the cardiac machine and all of the outcomes we were having to perhaps use outside resources for. and i think that, in general, i would have also liked to have understood more some of the services that we were going to be able to [indiscernible] not

be able to move, which is, for example, i guess for 20 or 30 years, when we drop the t.b. clinic available at chinatown due to funding constraints, we never restored it. i'm not sure i saw any intent to restore it, and i think this might be an issue. i don't know, but we haven't studies it for a number -- studied it for a number of years [indiscernible] and offer, i guess, the direct

personnel to offer treatment. these are small things compared to a huge budget, and certainly, i'll vote in favor of it but i'm sorry, again, i don't understand where we [indiscernible] have additional programs, so maybe they are sea in there for a strengthening and it was sort of a big topic for several years ago and just dropped off into a sort of a routine or has just been forgeten, but i didn't -- forgotten, but i didn't see the details on those. and i do think those are opportunities in f.e., for example, or dive into these initiatives as to where we are adding resources in terms of equity. so -- but they are areas that

are think in the future, as we refine these, that it would be some examples in which there are other initiatives to renew the american indian resolution, that i acknowledge it again, that i just think we need to, with all these resources we now have, move equity beyond what we know is an important and ambitious priority to resolve, which is that is the african american community. i am sure the latino community has some similar ones, and i'm

sure that dr. bennett has been working on this, and i commend here, but with these resources, i would like to put in a clause that we are able to look at some of the specific ethnic issues that i think were set aside because we did not have the funding that we needed to get after our most acute problems and those that were obviously very much in need. that's just my thoughts. i think the budget is very well crafted. i think it's got a nice balance that we now are starting to add back into our back offices. when we did [indiscernible] we always cut our own offices instead of services, and i know this is catch-up and that there's a chance to really get them all back and continue to

do all the work -- well, not continue, but to do the work that you all need to do for this very large department. so i thought this would be a great opportunity to also then look at services that a number of other communities may not have been able to have because of the restrictions of the budget in the past. >> thank you. thank you so much, commissioner chow, for your thoughts and observations and the long history that you know so well and how this budget is quite remarkable for the opportunity it presents. i see mr. wagner's come on screen, and i don't know if that meant he wanted to make a comment. >> thank you, commissioner. i was -- my video wasn't working before. i did, out of timing, but i did want to just echo some of the things the commissioner said about having done.

this is my 16 budget with the city and 11 with the department, and this one is so complex due to the environment that we're in and how vast the department and the responsibilities placed on the department are changing, and the things that we're taking on, and the ways that we're taking them on. and i really just want to add to the commissioner's comments about the finance team, who has been working, like -- literally, like, really around the clock to try to put this together, and also the program staff that has been also carving out time to work on all of these initiatives while we're trying to do covid and do the tenderloin and do all of these other things, and so i just want to appreciate everything here, and it is a work in progress, but i think it is a little -- a moment of history to acknowledge all of the things that are changing in

the department. tough, tough times, but a lot of changes for the better, and this is really notable budget in my time. >> thank you. thank you so much, and director colfax. >> thank you, director green and commissioners. i also wanted to thank jennie louie and my team for pulling this together in record pace, and just to enforce that this budget is two budgets that will help us bring d.p.h. into the future. you know, it's been said that systems is -- governmental systems have been running on 19 century and, at the best, 20 century technology and support, and i think while covid highlighted the strength of the department, it also highlighted the weakness of the department and the investments that we need to make in some very basic things, some very basic things to ensure that our systems are

working well to serve people. and this shows the opportunities that we can go forward with, and also the fact that the current status, i mean, quite frankly, coming off of this omicron surge, our people are exhausted, our systems are depleted, and we need to make sure that we not only maintain what we have been trying to do not only for the next two years -- for the past two years, excuse me, but that we can strengthen and sustain going forward. and this budget help is -- helps us do that, but we have to develop a system in a way that we've not always been able to do that, having to make some

risk-benefit calculations, still having to understand that if we have another surge, there will be downsides to that in terms of other things that we can't do, and that helps us mitigate that to some degree, but also just understanding that we will come back to commission with a covid specific budget to better support our community and the services that are needed and ensuring that we will be able to retain, grow, support, and hire new talent because, again, this has been a really big surge. last surge, we had, as you know, hundreds of people out ill, and people have been really burning both ends of the proverbial candle, and i just want to emphasize that this budget is i think an inspiring step forward to, again, bring

our department into the 21 century and address the baseline needs that we've had for so many years that dr. chow so eloquently described and also provide us with a much better foundation to respond to future challenges, whether it's covid, the next pandemic, the illnesses that we know will affect our communities at the community and population level, so just want to thank you for your support. so much work to do, but i think, again, the visibility and the investments that we need to make in this budget is very clear, and i want to thank the team for that, and the many, many people that contributed during the peak of the surge to getting these numbers and getting these investments that, again, are very much needed. thank you. >> thank you so much for those comments. i think it's time for a roll

call vote. >> clerk: okay. [roll call] >> clerk: the budget passes. >> thank you all so much. the next item is our d.p.h. safety services staffing plan update from mr. price. >> and mr. price, i'm giving you the presenter permissions right now to share your screen. i apologize. >> thank you. good evening, commissioners. thank you. give me an opportunity to just pull my presentation up here.

>> looks great. >> all right. just to give you some background and we'll move forward with the updates. as everyone knows, last year, d.p.h. budget, which included the changes in the security management budget plan were included. that included racial equity as well as decreasing law enforcement at the d.p.h. facility, so at that time, the implementation period was scheduled for march. since then, we've had to make adjustments for staffing and training, and then, the third

project manager, joan torres, is going to be speaking about the budget response and training program, and then, finally, we'll be hearing from security officer carrie johnson regarding department recruitment and hiring. just want you to know that we'll have three elements. the first is to reduce the number of sheriff's departments by 11.4 f.t.e.s and add 31 psychiatric nurses as well as technicians. and this was for march. as we move forward, you'll actually hear the hiring and recruiting process, which requires that we actually implement the [indiscernible] team in phases incrementally

beginning in march through may 22. currently, there are no berth f.t.e.s. we're using existing psychiatric staff to respond to clinical rounding, and they respond to calls as needed. and our phase two will begin in march. to ensure there's no coverage gaps or service gaps, we'll continue to maintain the same level of deputy coverage throughout the hospital campus. once we have trained and hired six [indiscernible] f.t.e.s, then, we'll move into b.e.r.t.

staff. and then, in phase four, we'll just continue to build to the goal of the 31.9 f.t.e.s and the 24-hour operation. as additional b.e.r.t. team members are hired and trains, we'll be able to build the reduction of those deputies as we continue to increase the number of b.e.r.t. team members. the second element is the zuckerberg general security plan was that nine uniformed cadets will function as health care ambassadors. in working with the sheriff's office, they have been doing mass hiring not just to address this plan but also to address the current staffing shortages.

they have reported that they are on schedule and expect to have a full complement of cadets by march. the uniform changes, those have been ordered. they have the vouchers. it's just waiting on the supply of new uniforms to come in so they can roll out that portion of the program. 31% of cadets have already been through the sheriff's office ambassador's training. on an on going basis, they're continuing to take more cadets through that training. in addition, they're developing a training video specific to the zuckerberg campus, which is being developed in collaboration with the sheriff sheriff -- sheriff's office, d.p.h., and emergency department. and with that, that'll include

training simulations vafg both d.p.h. and the sheriff's office. under the d.p.h. portion of the cadet's training, we've already ordered the materials fof the health care officer security training force as well as crisis presentation training and then, there's d.p.h. crisis training that is underway in the emerge system. the third element of the plan for zuckerberg was to reduce the number of deputies and adding two f.t.e.s for information providing at the front desk. this'll be managed by a patient experienced who has reported that the interviews are underway, and they're also on schedule to have this position filled by march.

security plan for laguna honda had two elements. it was to reduce the f.t.e.s by 8.2 and have 8.2 nonuniforms cadeted. it's expected we have a full complement for implementation in march. the second element of laguna honda's plan involved three f.t.e.s and psychiatric nurses to work with their behavioral response training. this portion of the plan will be managed by the nurses, administration, and these f.t.e.s will perform no security functions. and again, when we get to the hiring and recruiting part of the presentation, you'll hear more about the status of those f.t.e.s, as well.

with the community clinics, the plan was to replace sheriff's deputies at the four locations there, contracted with community-based organizations to provide client services. the r.p. was finalized january 19, which required approval from the civil service commission, and there's a meeting to consider that in april. so this is a part of the plan that we'll need to push out to may-june. in addition to that, the behavioral health access center at 1380 howard will be excluded from that list. we'll continue to have deputies assigned to that particular location. now, under the current state, since we presented the proposal to the health commission back

in july, or may, i believe it was, there's been a reduction of law enforcement use of force by 25%. in addition use of force by the clinic, in that same period, there's only been one use of force at the clinic and zero incidents of use of force at laguna honda. it's based on the current climate that we're in and scrutiny of law enforcement. law enforcement or sheriff's deputies are actually taking more time to engage in persuasion as well as verbal deescalation, and although that's time-consuming, we actually see it as far as time for patient safety given that the majority of use of force is against our patients. as i'd mentioned before with regards to the sheriff's staffing challenges, the pie chart on the right actually

represents 368 hours for a four-month period, 368 hours go unstaffed, which equates to about 9.2 f.t.e.s. the whole thing that i wanted to bring up about this state is while we're developing a new staffing model, a new staffing management plan, the current model is driving us in that direction toward those staffing and objectives. our plan actually looked to decrease sheriff f.t.e.s by 11.4. over the past four months, we've been operating 9.2 less f.t.e.s just based on the shortages. in addition to that, while we can celebrate a decrease of 25%

reduction in the use of force, the primary cause of use of force is deputies assisting patients or assisting staff with patient restraints. again, it just further supports the need for b.e.r.t. staff to deescalate the situation compared to law enforcement officers. under the new plan, there will be a b.e.r.t. and sheriff's department deescalation protocol. coming from a preventative approach, we actually would expect there to be a reduction in law enforcement use of force against patients. one of the things that the b.e.r.t. staff was doing is actually conduct grounding to be able to assess the requirement or development of providing support to staff or

to patient to deescalate, again, at that early stage. and at the next level, if there's a need for assistance from these health care ambassadors or the cadets, they will also assist at that early stage or independent start when they show signs of anxiety, and part of that will be to provide stand by services, keeping the individual in sight, which will be the next level. and only when there's a situation that escalates to the point of danger to self or others will they then radio for the assistance of sheriff's deputies. we actually have a more appropriate and compliant with state regulators' approach to dealing with patients going through the stress behavior and be able to address that again at that early stage, which is

key to preventing these issues from happening altogether so we don't get involved in using law enforcement to restrain and use of force against patients. so with that, i'm going to turn it over to joan torres, who's going to speak further regarding the b.e.r.t. program and its training. turn it over to you, joan. >> thank you, director price. my name is joan torres, and i'm the director of the emergency management response program. i'll present b.e.r.t. support and the comprehensive b.e.r.t. training program for new hires. this current slide depicts the volume of b.e.r.t. calls and activations over the six month period of july 2021 to december 2021. over this time period, we had a

total of 90 b.e.r.t. calls and activations. over the six months, we had a total of 205 b.e.r.t. rounding consultations, and rounding consultations is one of the major prevention for interventions. the goal of rounding consultations is to support the primary team early to prevent future rounding consultations and escalations in the future. calls are expected to increase by 86%, and this was projected by data track collected by administrators on duty or a.o.d. and others during a

two-month observation period. [indiscernible] next slide, please. over the same six-month period of joule 2021 to december 2021, 96% of b.e.r.t. interventions for emergent b.e.r.t. activations calls were considered successful, including [indiscernible] of behavioral health emergency, show of support for staff, verbal redirection of patients and visitors, safety planning during and after behavioral health emergency. of the 90 emerging calls, 60 calls were completed without law enforcement present or intervention. next slide, please. b.e.r.t. protocol and access. there are three major ways to access b.e.r.t. first is a b.e.r.t. activation by paging the visitor's or

patient's location for immediate response. second, is a b.e.r.t. call where a b.e.r.t. officer does not have to be present at the location. the diagram on the left shows current process and steps during emergent b.e.r.t. activation. if a patient or visitor is undergoing a mental health crisis, they attempt to safely deescalation the situation.

during the b.e.r.t. activation, they gather data and implements immediate interventions, and lastly, they debrief with the primary team and patient if applicable. b.e.r.t. training program. all members will undergo a vigorous training to support leaders in the field of behavioral health and psychiatry regardless of current experience or background in the field. so this means that all [indiscernible] focus on behavioral health and psychiatry [indiscernible] as well as all the l.p.n.s that are joining b.e.r.t. [indiscernible] the comprehensive training program includes methods such as [indiscernible] construction, group discussion, skills labs,

case study and simulations, competency based simulations, on-line modules, etc. in the first month, members complete psychiatry special training, and this includes c.p.i. training and specialty training and organization to the psychiatry units at zsfg. presentation topics include risk management, addiction care and child protective services, while our training topics covered in two months include but are not limited to, motivational interviewing, trauma informs care and recovery language, transgender 101 education, psychiatric pharmacology, adolescent care, and behavioral competency.

months four and five are dedicated to the completion and dedication of completed competencies. now i'd like to pass along the presentation to carrie johnson. thank you. >> hello. thank you, joan, and thank you, basil. all psychiatric nurses have been selected and l.v.n.s have been selected by the managers, and we are starting on board those this week, and five of the 25 psychiatric techs in the process of on boarding.

we are targeting october 22 for -- february 22 for the requirements in place, and if so, they would be starting in the next class. all of these selections are going through an expedited hiring process. it's a difficult candidate pool. we don't have a lot of candidates, but as soon as we get a candidate defined, we are hiring them direct hire, and we are sending the applications directly to joan for her review and selection. and lastly, if we're unable to fill all the vacant positions via the 2305 classifications, the leadership team is going to consider modifying more l.v.n.s because that pool is more

robust. thank you. >> thank you, commission. that concludes the presentation, and we're happy to take any questions. >> thank you so much for this incredible presentation, and so much has gone into what i'm sure will be a very successful program, and i look forward to more information as time goes on. it's a great presentation that you presented to us on use of force. is there any public comment on this item? >> clerk: folks on the line, if you'd like to make comment on item 8, d.p.h. safety services staffing plan, press star, three. again, star, three. no hands raised, commissioners. >> are there any commissioner questions or comments? >> i just have some comments,

and this is really a very nice progress report. first, on the zuckerberg plan to bring on board, you just showed us the hiring on this, so you really think may will be feasible. when i just heard the presentation, i thought it might be too short, but it sounds like d.p.h. and everybody -- is that correct, you would think there would be a full b.e.r.t. operation by may? >> i would say based on what i'm hearing from terry, that that sounds promising, however, we, also in addition to the hiring piece, there's the training program spoke of, too,

so a lot of time will be spent going through those several months of training before they're actually out there, providing the actual work, so we still want to keep it as the may to june schedule. >> my -- no, thank you, and i'm glad to hear, and actually, the h.r. report was very encouraging. when you first presented it, i was thinking, again, like commissioner green was talking about, the shortages and the challenges, so i really compliment h.r. and all of you for looking like you're able to find them. i guess my second question was actually more clarification. i wasn't quite sure. i thought i read in the budget, under laguna honda, that we were replacing cadets with noncadet personnel, and here, the plan appears to be hiring

additional cadets. so i'm probably mistaken, but maybe you can clarify for me. maybe we're having a mix of cadets and noncadets at laguna? >> thank you, commissioner, and no, you're not mistaken. the update was based on the original proposal back in may. back in may, the original intention was to increase the cadets by that 8.2. since that time, the sheriff's office has pushed back, if you will, to use cadets to provide clinical searches at had a gun ahonda, which is one of those reasons that we wanted to -- laguna honda. the plan is to actually reduce those cadets and add health care workers to actually do the

screening and searches -- clinical searches there at laguna honda. >> thank you very much for the clarification. >> sure. >> i appreciate it, and it's one of the things, that in spite of the stresses of covid and the staffing, that we're moving such a, i think with great speed, such a security plan. >> thank you. >> thank you so much. any other commissioner questions or comments? thank you for this amazing work, and i guess we'll go to the next agenda item, which is the resolution making findings to allow teleconference meetings under california government code section 54953-e. >> clerk: commissioners, this is the same motion that you passed since, i believe,

october of last year, to require you to be able to conduct remote meetings. >> so moved. >> yeah, and second. any public comment? >> clerk: folks on the line, if you'd like to make public comment on item 9, please press star, three. star, three. all right. no comments, commissioners. i will do a roll call vote. [roll call] >> clerk: great. the resolution passes. thank you. >> all right. is there any other business? >> clerk: i'll check public comment real quickly. folks, if you'd like to make public comment on other business, item 12, press star, three. star, three. no hands, commissioners. >> great. we'll go to the joint conference committee and other

committee reports from the january 26 zuckerberg san francisco general public meeting >> thank you. that's, i guess, my turn again. [indiscernible]. >> at the january 25 meeting, the committee heard a very robust covid update as part of the c.b.o. report, and i think i alluded a little bit to it where we had some concern about the question of bringing on staff earlier within a shorter period of time, and it was clarified to put into the minutes that, in fact, they are actually being super cautious in doing a test prior to staffing coming on even though it's within a shorter period of time. and along with that, we were actually very impressed with

the breadth of the activities that were being completed on the other work of the hospital in spite of that, and that with the shortages, and i think there were several hundred staff that were close to -- 300 staff that were actually on sick leave or away during much of this surge, and so it's remarkable that they not only were able to keep up and add to their census, as they had, but that they also continued the regular activities of the hospital, including the quality reports and going through a number of regulatory surveys. the committee then approved the surgery rules and regulations and anesthesia standardized procedures. we heard the challenges of surgery, especially with the interim chiefs that they have

had, that they are currently in the process of doing a search, and that the interim chief is really doing a great job of getting his department to even higher heights in services that they perform. in closed session, we then approved [indiscernible] report and [indiscernible] report. the phipps report required the participation of nearly 60% of the people all the time, so it's very large group of administrative and medical staff, and that's really impressive to bring so many together in terms of the phipps program for patient improvement and performance, so that ends my report, and i'd be happy to

answer any questions. commissioner green was also present, and maybe she wanted to add something because it was really a very robust meeting. >> you do a lot of great work at general, and your leadership is fantastic, and i hope they hear us, our appreciation for all the work that they do. public comment. >> clerk: public comment on item 12, zsfg meeting. >> commissioner giraudo, i see your hand. >> i had to switch to an ipad.

i just wanted to bring up another item. the zuckerberg san francisco general hospital foundation fundraiser is on february 10. it's obviously a fundraiser -- it's virtual, so i encourage all of you to go on-line and register, it's a one-hour program, and to support the hospital. >> thank you so much. do you happen to know what time it is they're doing it? >> 6:00. >> 6:00? very good. >> maybe secretary morowitz can send us a link, as well. >> clerk: will do tomorrow, commissioners. >> and we can send it to others. >> thank you very much. so i think it's time for a

motion to adjourn, am i right? >> clerk: you are. >> all right. is there a motion to adjourn? >> i so move to adjourn the meeting. >> and i'll second. >> clerk: i'll do a roll call vote. [roll call] >> clerk: thank you, commissioner green, for chairing tonight. >> my pleasure. thank you so much for being so supportive.

you're watching san francisco rising. today's special guest is monique gray. >> hi. i'm chris mannis and you're watching san francisco rising. the our guest today is marquise gray. he runs out of the office of the mayor in the city and county of san francisco. and he's with us today to talk about the recent progress of the sunnidale hope sf housing project. welcome to the show. >> good morning.

thank you for having me today. >> let's start by talking about the existing residents of sunnydale and their history. >> so sunnydale was built in the 1940s for a workers. it's the largest public housing community west of the mississippi. it's about 50 acres. pretty huge. about 760 single story units one to four bedrooms. >> i understand it's an ambitious rethinking of the residences. can you briefly describe the scope of the program and hope sf's involvement? >> yeah. the work of hope sf is this idea of more than housing. that acknowledging that our public housing community, the levels of violence and poverty that are in these communities are not by accident. you know, it's our opportunity

to address a system issue, you know, that people need more than housing. they need health services. resources. economic investment opportunities, jobs and things of that nature. and so hope sf strives to work with our city systems to better serve our public housing communities. >> so recently, mayor breed and speaker pelosi toured the site to both put focus on a national housing initiative and also to highlight the completion of the first new building. how many units does it contain and when will people start moving in? >> yeah. it was an amazing event. honored to have the secretary here with us as well in our community. it's 167 units. it's about 75% going back to the original families that currently live on site. so the replacement. so i did forget to mention i want to say real quick, the beauty of hope sf is housing development, new development without displacements or

anti-displacement initiatives. so, for example, the building is 167 units. 75% of those units going to families that have lived there in the community for generationings and the other 25% are tax credit units adding to the affordable housing stock here in san francisco and those units are up and running now. they're leasing them as we speak. people are picking their units each week until they're filled up. >> so was this particular building put on a new plot of land or did people have to move out so it could be constructed? >> that's a good question. our first building was vacant which you may have saw across the street from this building and then this plot of land is the way we kind of do it, we do it in phases. once one goes in, we're able to move families into the new unit and where they previously were occupying, able to demolish old

buildings to build the new. so this area had some older units that were demolished. >> it's impressive that construction has been able to continue during the covid-19 pandemic. can you talk about some of the challenges that needed to be overcome and how the community has managed during the crisis? >> that's a great question. you know, in san francisco, if i understand it correctly, i could be wrong, i believe housing was an essential service. the mayor made a strong commitment early on in the pandemic that we would continue to build housing as housing has been a critical issue in our city. so the housing part hasn't impacted us too much. 67 units have been going on its current time line. the bigger challenge for us was showing the families in our communities, low income families had the resources we need to survive the pandemic. many of our families didn't have the luxury of working from home, working in the zone and

things of that nature. making sure they had access to covid testing and things of that nature. so i want to give a big shout out to our resident leaders, our service providers across all four sites. for those that don't know, hope sf is four sites. sunnydale is one of the four sites. and so across those four sites, the most critical thing was making sure folks in these neighborhoods which have historically have been disconnected from resources have the things that they need to remain healthy, to, you know, survive the pandemic as we all had to survive the pandemic and we did pretty well. we were able to bring back scenes and covid testing on site. food distribution was happening all throughout the week. wellness services and things of that nature were all happening on site thanks to our resident

leaders and our service providers across the sites. >> so, finally, when could we expect the next set of residents to be ready? despite -- i guess we just said covid doesn't have an impact on the schedule. when will the next residences be ready? >> yeah. things are rolling. we have block a3 and block b3 to the building we were referring to earlier. and things are on pace. things are going really well. so we're looking at starting construction spring of 2022 and that will be 170 units and the goal is to have that lease up around 2024. >> well, thank you so much. i really appreciate you coming on the show, mr. gray. thank you for giving us the time today. >> thank you, chris, and i really appreciate your time as well. >> and that's it with this episode. you've been watching san francisco rising for sfgov tv i'm chris manners.

thanks so much for watching.

francisco. >> my name is fwlend hope i would say on at large-scale what all passionate about is peace in the world.

>> it never outdoor 0 me that note everyone will think that is a good i know to be a paefrt. >> one man said i'll upsetting the order of universe i want to do since a good idea not the order of universe but his offered of the universe but the ministry sgan in the room chairing sha harry and grew to be 5 we wanted to preach and teach and act god's love 40 years later i retired having been in the tenderloin most of that 7, 8, 9 some have god drew

us into the someplace we became the network ministries for homeless women escaping prostitution if the months period before i performed memorial services store produced women that were murdered on the streets of san francisco so i went back to the board and said we say to do something the number one be a safe place for them to live while he worked on changing 4 months later we were given the building in january of 1998 we opened it as a safe house for women escaping prostitution i've seen those counselors women find their strength and their beauty and their wisdom and come to be able to affirmative as the daughters of god and they accepted me and made me, be a part of the their

lives. >> special things to the women that offered me a chance safe house will forever be a part of the who i've become and you made that possible life didn't get any better than that. >> who've would know this look of this girl grown up in atlanta will be working with produced women in san francisco part of the system that has abused and expedited and obtain identified and degraded women for century around the world and still do at the embody the spirits of women that just know they deserve respect and intend to get it. >> i don't want to just so women younger women become a

part of the the current system we need to change the system we don't need to go up the ladder we need to change the corporations we need more women like that and they're out there. >> we get have to get to help them. >> >> you may now begin the retirement board meeting of january 12, 2022 at this time. >> roll call, please. (roll call)