structural flaw. i have also seen first hand what happens when we have failures. we have had a couple of injuries due to tree failures. that is something we can't live with either. it is a challenging situation. we hate to lose mature trees, but public safety has to always >> the meeting began at 10 ways o'clock a.m. call the roll. >> good morning respond with hereby or present lynne newhouse

segal. >> present. >> paul woolford. >> present. >> lauren post. >> here. >> and commissioner and vice chair fady zoubi has an excused absence. with low members present we are quorum for public works commission. >> due to the on going covid-19 health emergency and given the health recommendations issued by the department of public health, the emergency orders of the govern and the mayor concerning social distancing and lifting restrictions on teleconference this meeting is held via teleconference and strolled by sfgovtv. for those watching the live stream there is a brief time lag with the live meeting and what is shown on line.

i would like to extend thanks to sfgovtv media services will, building management staff for their assistance putting on this meeting. >> and for members of public wishing to make comment on an item from how does the hearing room. your instructions are to dial 415-655-0001. access code: 2494 209 1629 ## if you don't stay on the topic the chair may interrupt you and ask you to limit your comment to the item. >> ask this public comment made

in a respectful manner and you refingerprint from the use of profanity. address remarks to the commission as a whole not to individual commissioners or staff. >> thank you. before calling the next item i would like to amend the agenda to move agenda item 7 the director hiring update, an informational item, to be considered right after item 5 the consent of routine matters. at the request of staff for scheduling conflict. does that need anything. >> i was going to endorse it. >> any requests to further amend the agenda?

>> okay. thank you very much. we will move on to item number 2. mr. full are call that item. >> item 2 is the announcement by the commission chair. >> of which i have none. >> move on to item 3, please secretary fuller. >> item 3 is general public comment. members of the opinion address the commission on topics within the subject matter of the commission but not part of this agenda. comments specific to an item on the agenda may be heard when that item is considered. members may address the commission for up to 3 minutes and public comment may be continued to the end of the agenda if total time speeds 15 minutes of general public comment. members of the public who wish to make 3 machines of general public comment.

here in the hearing room line up against the wall. if you will are calling in, that number is 415-655-0001 then access code: 2494 209 1629 ## we don't have members of the public who have lined up to speak. in the hearing room. sfgovtv, do we have any members of the public who raised their hand to speak. and they are telling me we don't have callers. we have no further public

comment. that concludes that item on the agendaful we move on to item number 4, please. secretary if you meaner. >> item 4 is the director's report. deputy director for financial management and administration bruce robertson is here to present the report on behalf of director short. this is an informational item. mr. robertson. good morning, commissioners. i'm bruce robertson department director of financial management for public works i'm here on behalf director short on a deserved vacation. i would like to update you on a couple of projects and staff programs we have going on. i want to take the first opportunity to update on the southeast community center. you mirecall that project was

under construction a few months ago. i'm happy to announce that project we worked with our partner the public utility commission is complete. >> mayor breed and several members of the public and the community will hold a ribbon ceremony tomorrow at 11 a.m. to 2 p.m. of ron almeida our city architect will represent public works. the new center at 1550 evans street is amazing and we are fortunate to have been a part of it. our engineering team and architecture team and landscape team and construction managers all played a role in delivering this project and it it is on a new facility and community center on 2 acres of land with public art and indoor and out door cafes. childcare centerful out door child activities. rec your and theatre and other new amenities we are proud to

have been played a part in it. moving on to an item we updated on many am times and i know director short did last time of ventzing permit enforce am. director short talked about how well and positive the program is going. i'm happy to report the good news continues. we see noticeable improvements 24th and mission bart station the top priority during the roll out. there are people selling goodz there without a permit but near the numbers when we started the program. and so we are able to now keep a path way and the republic sidewalks and right-of-way open so people walk up and down the sidewalk and access to the bart station. >> we are working closely i object to acknowledge the san front police department who are helping us in the enforcement efforts. >> when vendors see our team

coming, they scatter when than i see us. before we can take action. on october 6 we did impound goods and services that a peddler was selling when than i could in the provide prove they purchased the what they were selling. and when they were selling were items on a drug store sold. shampoo, lotion. in the past few weeks we had more where we took goodz and materials from the person selling on the sidewalk. what we'll do is catalog the items we have taken and the individual selling the products has 3 months to come with proof of payment.

if noted we donate it. we have expanded the project. we seen improve ams in all areas but expands to 15th and mission and on mission street between 8 and ninth. and we had big success improving un plaza, china town and 24th and bart but immediately at 15th and mission and mission between 8 and ninth. i want to take a moment i will do this throughout my report and acknowledge staff. the w they have been doing is amazing. mike lennon. greg. jessica, and john del brats have been at the forefront of this enforcement effort and deserve the credit i want to acknowledge them public low. i want to let them know because well is funding in the budget for this program and in the process of hiring new staff

they'll be happy. the enforcement efforts are more throughout the city. moving on another item we talked about several times with you before exit spoke last time was the impact of the 12x legislation to the city administrative code. the 12x legislation was pass in the upon 2016, and this is the legislation and the admin code provision this restrict the city from traveling to or doing business with states that have voting restrictions reproductive or abortion restrictions or antilgbt q legislation that totals 30 states in the country that is significant. a few things have happened. one, tuesday's board of supervisor hearing, five members of the board lead by supervisor mandelman, introduced a memo and

asked the city administrator's office to look at the impacts of the 12x legislation and possible low come back with recommendations to amend it or remove it all together. i think this was done because san francisco is the only jurisdiction that has such man datd restrictive language on the book. it restricts what the city and countryy can do. the state of california bans travel for states that have some of the restrictive piece of legislation but still allows the state to do business. >> in addition, the board's budget and legislative analyst completed analysis. there was discussion about what is impact of that. have we quantified that. the board's budget and analyst did that. they determined the impact was 10 to 20% increase for the cost doing service the bidding press is in the complete we made

available to the potential suppliers whether construction, tomorrows and supplies or professional services. >> that for public works and the city equals millions. i think with that legislation done bid board's budget and analyst, combined with the efforts that will help by the administrator's office we will see move am and changes potential low of policy in that area. the board has asked the city administrator to report back by spring. as the analysis goes forward we will keep you in the loop and, wear of that situation. i will focus on staff. i'm very excited the staff here in the room and listen to announce we hired karen hill as our new human resource director. so karen over see human resource for public works and sanitation and streets department.

we are very excited have her. show hen on board for a month and made significant improve ams and hiring times and improving our processes. karen is with us 25 years of experience and literally all areas of human resources from acquisition, labor relations, payroll, worker's compensation. workforce development. she served at the director of staffing for the d. public healing. and previously worked for the public utilities, child support services and the municipal transportation agency see has a wide variety of understanding and experience. brings a commitment to addressing inequalities. advancing equity initiatives and creating a culture of transparency, which is something public works and sanitation streets need.

we welcome karen the most important time think you know we are creating our own h r department for the first time. and i want to i'm in a thankful mood thank the city administrator's office for the tremendous service they provide over the year in human resource. >> speaking of staff highlight you and make you aware of the transition in the administrator's office with prop b team. rachael alonzo, elizabeth ramos and douglas leg instrumental in the effort in setting up this commission. so they'll be transitioning out of full time roles nought commissions on board and both are in the solid state. and they are on the back end providing technical guidance. support on as needed basis. so i want to thank them on behalf of the d. director short and the executive team and

irrelevant thank them for their incredible w than i have done the past yearch to say that they handled the complexity and the details and -- the over all challenges creating 2 new commissions their work was phenomenonal. 2 items quick is last week or earlier this month we had our annual employee healing fair this is manage we do annually effort with public work staff and the sanitation and streets department. we hold the fair on 2323 caesar chavez and run a shelths back and fourth from 49 south van ness so staff can go. we -- had kaiser staff join us and gave 130 flu shots for staff and had 17 vendoros board from

health services to employee assistant programs to deferred compensation to help staff with their health. mental health. it was a big success we also organized workshops and had staff lead events taichi. self defense and cardio. an afternoon to think about your health. get medical screens. learn the opportunity and tools at the for employees. over all we had 200 uponpates. and i really again want to thank the health service system and have a core group the connect team there are a dozen staff they take the lead in organizing the events. bringing in the vend and i way to improve moral and help our employees remain health competence productive. >> finally i wanted to highlight

one more that we have done with employees. that was irrelevant to celebrate the latin x heritage month. a group of employees with natalie vargas and erika ruiz and patti solice. they had an among series of events to talk about art. music. dance, food, language to celebrate the latin x heritage month with one of the most amazing pot luck events i have been to the food was amazing and the turn out was phenomenonal. staff from operations and from 49th south van ness came. and iment to say i'm highlighting the event its is important that i think we do i want to let the commissioners know. we take pride in having the

types of events black history or asian america 've american, pacific islander events lgbtq events to learn about diversity and build and foster a community and improve collaboration in the department. thank you for the opportunity to talk on director short's behalf. i'm here for questions. thank you. thank you very much. i would like to go on the record and express the commission's also our excitement and appreciation to mr. almeida and his team for delivering southeast community center. some of us did tour it it was an impress of building. it was stunning. i can't imagine the community will not embrace it and use it heavy low temperature is a love low facility.

thank you very much to all of you for that city asset. i like to thank the dpw team for continuing the vendor permitting program. and i know it is in the easy guheartning to hear we have staff this are out successful low. further, i'm pleaseed see our commission was on cutting edge of the 12x effort and hard to see other diameters and city leadership is ticking a look at that legislation and will look forward to hearing what the results are in spring. that was great. thank you very much the i feel this ask responsive to when we asked for. and like the commission to be on the record as well karen hill head of hr at dpw and look forward to meeting her and wish her the best and pleased show is here. again, we said it before but will say again the cao office

teams that lead the transification that you mentioned, we have been benefited directly from their work for months. and you have the inside vow we had a bit but -- it was very impressive i can't imagine how much work went in i saw the results. months of work for and see it for a day but thank you to that cao staff. sorry to see them go. i like working with them. i'm sure they will be back. those are my comment and does the commission have comments or questions on his report. okay. secretary fuller will you open public comment on this item? >> members of the public had wish to make 3 minutes of ment on item 4, the director's report, may lineup against the

wall. if you are cull nothing use the call in number of 415-655-0001 then access code: 2494 209 1629 ##. press star 3 to raise your hand. looking in the chamber does in the appear we have public who are interested in speaking on the director's report. sfgovtv, do we have members of the public when expressed interest in speaking on this item? >> we have -- no members of public interested in speaking on this. there are no further public comments on this item. >> if there are no questions or comments we move on to the next

item secretary full are call this item. >> per the change to the agenda order we will now hear the director's the director hiring report or director hiring update. which was item 7 and now heard as item 5. the director hiring update is presented by kate howard, deputy director of human resource. this is an informational item. can >> good morning, commissioners. kate howard, deputy director from human resource. happy to be here with you fwaen and mr. vied a brief update to you on the process that you are about to emb on to recrew a new director of public workings. when we met last time you asked hr to reach out to prequalified

recruitment firms to identify firms that may be interested in working with the commission. we have done this. we did extend the sponse period in order to try to solicit additional firms to convey interests. we will close that opportunity to respond on monday. and we will be back in front of you i believe on the fourth. your next meeting with at least one and hopeful low more than one firms for to you consider. who might best support nut recruitment. i mentioned our goal now is to retin that executive recruiter for you. and i think you know this, but the there are 2 scenario that are were managing now.

first is -- if prop b passes and we are cubing you are conduct one recruitment for a public works director responsible for both the public works responsibilities as well as sas responsibilities. and in that case, the recruiter would work with you and my recommendation would be they out reach to the sas commission. and get their input about critical kwults that they think are needed. and they would work with you to post that announcement. should prop b fail, >> recruitment for director and the sas commission would conduct for the sas director. we do have a recruiter that is on holds for that recruitment. and so we are continuing the

update until we know happy to answer questions. may have and look forward to providing a more actionable update at your next meeting thank you temperature does in the surprise me that this will have to wait until after the election so we know. thank you for that update. >> questions or comments from commissioners on this item? >> secretary fuller, open public comment on this item. >> members of the public had wish to make 3 minutes of comment on this item the director hiring update, miline up against the wall in the chamber. if you are calling in dial 415-655-0001 then access code: 2494 209 1629 ## press story 3 to enter the queue

. >> looks like there are no members here in the chamber looking to speak on this. sfgovtv, do we have members of the public in the queue wishing to speak on this item? we do not. we have no further public comment on this item. any other further comments or questions from the commission? if not i will close by thanking you ms. howard and saying we are relaxed and friend low and warm up and fuzzy today we will ramp up our concern after the election because we want to new director hired as much as the staff wants a new director and we want to return mrs. short.

we are nice today but may get grouchy in the weeks ahead [laughter]. thank you we look forward to bringing back recruiters for your consideration so the commission can get moving on this. >> i'm sure you will. >> thank you very much. >> all right. we will move on to item what was 5 on the agenda the consent calendar routine matters. director fuller call this item. >> item 5 is the consentical dar of routine matters. and this is the first on the commission using the consent calendar the minutes and finings for hybrid meetings. future agendas include contracts boost threshold for approval this are below the threshold to be considered individual low on the regular calendar.

items may be pulled from the consent up until the consent calendar passage and if you -- commissioners, if you know this you want an item pulled from consent for individual consideration, and know ahead, please contact mow so the department has time to prepare a presentation and it is meant to expedite business to concentrate on larger item require individual consideration. the consent is an action item. i do hear a motion and second to adopt the consent calendar of routine matters? so moved. >>ir will second. we will turn to public comment. member hos wish to make 3

minutes of comment on item 5 the adoption of consent may lineup against the with you in the which i am ber. if you are call nothing dial 415-655-0001 then access code: 2494 209 1629 ## then star 3 to enter the queue. looking out in the audience it does in the, pore we have members in the chamber who are interested in speaking on the passage of the consent calendar. sfgovtv, do we have members in the queue who want to speak? >> and appear we don't have members wishing to speak on this item that concludes public comment.

why is there debit on this motion? >> all in favor of adopting consent say, aye. >> aye. >> anyone opposed say, neigh. >> motion passes. secretary fuller will publish the adopted minute to the commission website. >> we move on now to item 6a. mr. fuller call that item. >> item 6 is the regular calendar to be considered the irrelevant if item is 6a, the western edition area traffic signal upgrade phase one construction contract award. per prop b2020, this mission authorizeed, prove all contracts entered into by the department t. is heard as a regular item in accordance with the contract

approval delegation policy adopted by this commission on september second of 22. and according to the delegation policy contracts below certain thresholds are approved by the director. 6a a conrecollect for public works improve am the contract value of 6 million dollars is above the 1 million dollars threshold to be considered boy this commission. and the contract value is also above the 5 million dollars threshold to be considered individually. it is on a regular agenda. and to be heard individually. and deputy director financial management and administration bruce robertson will introduce it and the project manager. this is our first contract we're

bring before the commission we have a strong [inaudible] in electric engineering section handle thanksgiving contract and an example of public works delivering for another client agency delivering this project for the municipal transportation agency. you will see how the interaction work and how critical it is we work with our agency. i wanted introduce that and take advantage of the excitement we have for this first contract. thank you. >> good morning i'm [inaudible] project manager for [inaudible]

of engineering section. i'm excited be here today. i have a brief presentation to provide more about the western edition area traffic signal project. >> agenda item in front of you today is our request to approve the award san francisco public work contract western edition traffic significant until upgrade. 6.1 million dollars to bay area live work to traffic safety improvements at 16 location in thes western edition area. >> my [inaudible] exempt money it does not have any potential impacts on the environment. >> there would be phase twoft western edition contract.

anticipate the [inaudible] next year. we will start with prosecute voiding the project over view. background of the project and project location and move to the scope of work. project schedule. and analysis and commission action request. >> the san francisco municipal transportation agency is in the process of upgrading all of these 1, 200 traffic significant untils including installation of new pole, [inaudible] pedestrian signal. larger signal. [inaudible] and upgrade electric infrastructure. the aim is 3 fold. traffic significant until safety. especially for but not pedestrian safety to improve transit infectious by timing signal to prioritize municipal

and he keep the infrastructure in good repair. >> in this contract mta identify existing significant until and nonsignal intersection where upgrade of the currently traffic signal equipment install new equipment. this location chosen by mta for reasons. including muni, combination of other factors such as heavy traffic volume and pedestrian activity. work is located at intersection in the western edition neighborhoods including the golden gate avenue and fulton street corridors. laguna and sutter. laguna and turk and buchanan and turk. the scope of work consists of installing new signals. beacon, and speed [inaudible]

signal accessible pedestrian signal [inaudible] larger signal heads and updated the complying curb ramp. [inaudible] traffic signal help reduce the number of pedestrians in the crosswalk and how pedestrian determine whether or not that there is time left to cross at intersection safely. the oddable signal will help those who may be visual impaired pedestrian indication. ad a compliant curb ramps that people with disability can use to same transition to a curb and vice verse a. >> infrastructure project in the public right of way. there would be some disruption but traffic signal installation themselves do not cause inconveniences.

the project will include new curb ramps but we will be able to maintain access during the construction. we prefer the curb ramp installation in a caddy corner fashion. 2 corner at a time with a typical construction duration of 1 and a half weeks 2 corner done at the same time 3 weeks total for the curb respect at all 4 corners. the project also typically necessitate cond wit transit industry that does in the have major traffic impact. it is possible that parking may be temporary removed but that is little parking right at the significant until light intersection. because sfmta daylight program this remove parking to give pedestrian and driver better visibility of each other.

traffic will be reroutes as needed with the plan determined by sfmta. mounted addresses in one block of the project site and [inaudible] send notice to the board of supervisor office. [inaudible] posted site and project information post on the website. posting include contact information if people they have concern or question about the project. and we have week low construction meeting during that time we will see if there is issue help in the during construction. we will adjust it as soon as possible it is how we mitigate the impact during construction. >> the contract schedule is from november 2022-may 2024. contract is 548 calendar days.

when we determine the contract duration there are a lot of factors. the number of intersections and especially you in we have the current supply chain issue equipment takes languager than before. so. and also the electric contractor shortage. and [inaudible] the plan as we try to minimize the negative impact to resident and business in this area so this we don't want to open up all the street and then the construction in multiple intersections we kneel feel that would less negative impact to the people there. >> the opening on july 6 this year. we received 4 bids on the

contractor. the lowest birder is bay area work the 6.1 million. our original engineering cost estimate is 6.9. when you compare the our engineer estimate and the average bid we received it is close to 100% comper seed the lowest bidder it is roughly 88%. so the bid came in 800 thousand dollars below our engineering estimate. so that mean that there is no need for additional funding of this project. >> our public work finance work close low with mta to determine the funding source for project but ultimate low the mt adetermined the funding source. for this project, it is consist of 3 funding source.

first is san francisco transportation. and road improvement general obligation bond approved by the voters in 2014. it is 5.2 million. and the other 2 is a combination of prop circumstance funding from county transportation agency. which is a half cent subtax for upon funding street and traffic safety project. the left is llpe a state grant funding from the road repair act of 2017. which is dedicated to transportation improvement. in conclusion we recommend commission, ward san francisco public work contract western edition traffic signal upgrade 6.1 million for 548 consecutive days to perform safety

improvements at 16 location in the western edition neighborhood. with that, i'm happy to answer questions you may have. >> thank you. and i want to thank you for addressing a number of the questions i sent ahead. i appreciate that attention. but one of them still unclear on is why we are being asked to approve 6.1 if it costs 6 opinion 9 that is our mate not the project cost. when we advertise for project we put our engineer estimate to the contract. actually the contractor bid on the project for 6.1 million. that is how much they will pay for the contractor. does the engineering experts feel the job can get done for 6.within if than i thought it would be sick opinion 9. job

will be done 6.1 million that's the contractor they bid. the 6.9 is when our engine estimate. so -- it is our estimate we estimate how much haneedses to complete the construction 6.1 is the actual bid came in. 800,000 from other sources. >> commissioner post, so when a press like this happens a cost estimate is put forward the city said this is the scope of w and our estimate of what we think it could take. you can see how sir put up the multiple bids and put out for tinder the patriot sector had bids put forward each is had they thought they could do the work for. some were in excess of 7 million the lowest 6.1 they believe than i can do the work that estimate

they were begin than i think they do it for less and the stele is prosecute pose to award them bazod this. we help they are correct. >> [laughter]. that is a difference from the estimate. so. next for explaining that is clear y. we will see that every time the public works come before us with proposals. see when this estimate was. and will see what the proposals came in for. makes sense. >> thank you. let's see, i think that you i had a question. about the work. on speed radar signs does anybody have a thought or know if they are effective versus just posting a speed limit j. i'm sure they cost more than putting up a sign that says 25 miles per hour. do we need them.

>> mta they have the expert in designing the traffic significant until system for this project. they determine the most effective method and the traffic signal safety. yes. it is their decision. they determine this. gi,000 is in the your area i did not know. >> thank you. >> again, prebl not a portion of the cost of the project but every dollar count in saving taxpayer machiney why not plus they are annoying. i was curious. thank you very much i appreciate you arounding them in advanced. questions or comments from my fellow commissioner sns >> not a question. thank you it was a thorough presentation. thank you. all right is there a motion and second. joy will move. >> second. >> great. >> given the motion we turn to

public comment. members of the public had wish to comment on 6 athe award of construction for western edition traffic significant until upgrade phase one may lineup. if you are call nothing dial 415-655-0001 then access code: 2494 209 1629 ## and press story 3 to enter the queue. to raise your hand please press story 3 to speak. looking around there are no members wish to speak on this item in person. sfgovtv, do we have any folk who is have raised their hand in the

queue? we have one member. please unmute them. you will have 3 minutes to speak and i will provide you with a 30 sect warning. i'm on the computer not the phone now. you are still very faint. if could speak directly in your microphone as possible. go ahead with your 3 machines. >> it is david pillpel on this item several thoughts i believe this is the first contract to

come before the commission. and i think this is a good effort but i think we are not quite there. on in particular my concern relito ceqa under chapter 31 of the administrative code. i don't believe all of the requirements have been conployed with. although they [inaudible] stage 4 of the agenda, this item does in the say this is approval action under chapter 31. on item 6a, which is required and consistent with other boards and commissions. in particular sections 31.08. specific >> reporter:s. the staff report is thin the be

property agsz was comprehensive butt one page staff report with details without verbiage is not as complete as it could be. it does not complain which intersections and locations is signals which are upgrades and beacons and different work. all of that. the math is helpful but stories with the staff report limp is a reference to the environmental determination but only on page 2 and the summary. staff reportful it is not referenced in the resolution that where as clause that says city planning determinations. the case number and the date that is not present and i think

is the problem. my suggestion and dialogue with staff as to urgency and he options how to proceed to consider putting the next meeting i'm happy to communicate off line. the -- -- staff report and the resolution. i assume the work is meaningful and important and not interested in getting in the way of the work. i think it is important moving forward to have the contract staff reports consistent and comply with the law. thank you very much. thank you for sharing your

comments there are no other members of the public when wish to speak that concludes public comment on this item. >> thank you. is there debate on this motion. >> no. >> mr. toms may we use voice votes or must we have a roll call vote on action items. you can do either. >> thank you. hearing no debit all in favor of awarding the western edition traffic signal upgrade contract 6.1 million duration of 548 days to perform traffic significant

until improvements say, aye. >> aye. >> anyone opposed say, neigh. >> motion passes. thank you, commissioner employs item 6b. mr. fuller. 6b it is over view of the public w's department infrastructure design and construction be project management bureau. patrick riveral present this is an informational item.

>> i'm patrick riverat acting bureau manager for project management in the infrastructure design and construction division. i have been in this role for 3 combroers with san francisco public works for 33 years. our job today and in the infrastructure design and construction division is project delivery through collaboration and coordination with our burroughs of engineering, construction management, streets and mapping and office of financial management and

administration and sister agencies. today i will provide an over view of the bureau of project management and the variety of infrastructure projects we manage. the bureau has a staff of 16 project managers plus administrative staff. 7 sections focusing on programs and projects in the street right-of-way. d the 7 are market street, bridges, curb ramp program, infrastructure task force, muni forward, the paving program and street scapes. the better market street program is managed pie kristina olaa3 goals for the better market street place, motional and economic development. place, the goal is to make

market street the secretary sustainable street in san francisco and the bay area. creating a active identity with gathering spaces, healthy urban forest and i have brandt public life. mobility, the goal to optimize reliability, safety and efficiency and comfort for transit users. those who walk and those who chos to bike. and last leave economic development. the goal to ensure all improvements and plans are coordinated with redevelopment efforts to foster economic productive, healthy and resilient corridor with sustainable under ground infrastructure. the better market street project limits from stewart to octavia. the improvements broken in phases of work and segments. the first phase started construction in august and focuses on traffic signal

upgrades new curb ramps, repaving and street improve am ams this is between fifth and eighth the contractor is performing pot hoeing and active construction work. january. the next step in the better market street to identify as well as the funding. >> the next section is bridges. by the 3 main bridges we manage the third street fourth street bridge and islace creek bridge rerabbed in 2006 and the third

street bridge at mission creek was rehappen in the 2020. the creek bridge is planed be replaced with an if i canned bridge. we are in the environmental approval phase and construction is planned for 2025. we also work in the san francisco municipal transportation agency. removal of the geary benefitted pedestrian bridge at steiner. the picture in the middle there. the next section is curb r. program. curb ramp program managed by lee. the goal is to provide paths of travel at public sidewalks through the construction of curb ramps at street corners. there are roughly 41,000 curb r. locations within the city. 3,000 of the corners have curb

ramps in good condition, 4 thousand are in fair to poor condition and 7,000 have no ramps. the programs curb ramp goal this year is to construct 150 curb ramps with funding. the projected goal is to have 940 curb r.s construct third degree fiscal year. since fiscal 2019 there have been sick,000 curb r.s in the city. am the next section is infrastructure task force. managed boy john thomas. the infrastructure task force is the central hub for coordination of horizontal design review. permit and acceptance of public infrastructure for awful learning scale housing proktss the task force guides housing delivery agency and development

partners throughout complex design/review with the goal of completing it in the firefighterest time possible. current development projects on the slide that the infrastructure task force are working on treasure island. mission rock phase one, and hunter's point and candlestick phase 2. a few more projects they are wing on not pictured are plumber's union on market between 12 and goth. mission bay. parkmerced and balboa reservoir employed the next is muni forward section. this is managed by [inaudible]. the san front municipal transportation agency muni forward program includes engineering improvements designed to address transit delay, improve reliable and increase the safety and comfort of use eshs along the heavy low

used routes. >> these engineering improve ams include transit bulbs. relocating and removing bus stops. traffic signal upgrades to improve traffic flow and make green lights likely for buss. pedestrian significant until up grids to give peopling walking a head start, and corn are bulb out to shorten crossing distances and people walking visible to motorists. the san francisco transportation agency is our cline and provide the project management, design and construction management services for them. >> upon the section managed by are money. public works maintains 9 streets

12,000 blocks the program mix sure our streets are safe and min tained the condition is electroniced by the metro transportation commission which rates each on a scale or pavement index score within to 100. with 100 being a new paved street. made tremendous progress over the past decade improving streets over all pave am score is 74. categoried as good compare to the bay area average. challenge improving the condition index related to funding. our budget for this year is 73 million dollars and our goal is to pave 500 block this is maintain our score at 74.

the first is 55ment index score we follow the transportation commission strategy of just in time. this strategy, lus us topate most streets to prevent streets from drop to a poor condition. will load to cost low repairs. the next is multimodal routes identify those use thosed by muni or support bikes. the third is project redness and coordination with utility companies and agencies. the goal avoid dig up a new paved street. under ground work to proceed any paving work. all the agency opportunity where than i form work or choose to join our repaving project. many paving projects are joint pave and sewer cord naft with

the puc and include their sue are work in our paving contracts. the next factor inkwoirys. we receive from the public and investigate, evaluate and if the street is in need of resuris programmed to resurfisting. and equal distribution of streets to make sure we are not just focusing on one specific your. the next is the street scape program lead by michelle w u. street scape section manages projects that involve street make overs and corridor beautifications the project managers engage the community and neighbors during planning and design phases collecting ideas and w with our client departments to bring vision in reality. examples of completed projects

from left to right include 21 to 22nd. fern alley from larkin to polk. masonic it geary. street plaza harrison and 16th. jefferson from powell to hyde and broad from powell to columbus. >> current projects from octavia, harrison from first. potrero gate way a block frequent on 17th vermont to san bruno the community driven project and joyce alley way lighting from clay to sacramento. public mechanic am project with scope, schedule and budget for all 5 face from start to finish.

the gospel each project manager is to complete the project on time, within budget, quality project and build trust with departments and the team. leftier we advertised 23 construction projects totalling 160 million dollars. we have a hard working and dedicated staff of managers and support staff and i'm prud to be a part of the team. >> this concludes my presentation on the project management and can answer questions you may have. thank you mr. rivera. what would be helpful from the future is mr. [inaudible] your team when we have informingal presentations like this if we can start out with an charter we had an organize chart that showed the direct reports and the divisions and so this way we can place you in context.

i'm having trouble picturing in the org charter who you are and who you report to. men in the future when we have dpw presentations where we get a close look at a division or a subdepartment we can start with the org chart to say, now i see where this puzzle piece fit in and it will help us in the presentations and ask questions. >> okay. great. >> if you could do this. >> i did not have questions do other commissioners have comment or question? >> yes, nicely didn't mr. rivera you said the upper market street work was upper market from octavia to howard. i many castro >> that way. >> commissioner newhouse segal.

>> thank you, chair for asking about the how the organization charts. similar to this, i want to thank you for describing the paving program. and how we interact with other agencies and because that is manage that our citizens are asking about and -- being at large member on the commission that is i feel that is something i should know about. good to know you are working on this. i like to know in terms of the street scape. how does this relate to the parklet program this it is going on in terms of restaurants and small businesses building out so naduring the pandemic than i have more out door activities

and -- who how are we -- i don't expect you to teach us this at this point it is very complicated and a work in progress and involves other agencies. i would like for somebody at some point to either -- doesn't have to be present the at our meetings but for us to see where we in terms of horizontal design approximate where we fit in that. the street scape program is separate from parklet. the parklet has itself own measure for this one. upon i don't know if -- mr. robertson wants to clarify. commissioner, we can provide a presentation on the street scape program in the shared spaces

program there are nuances the shared space is just street scape program. verification of street segment and communities and that is tree plaza. and examples and the design and construction bowero of street use and mapping handles parklets and street spaces. great thing they are under albert ko there is coordination and inneraction there. we have a demonstration and show you where planning department is involve said as well. we can provide that. >> thank you. commissioner post mentioned that would be helpful we want to do our job and be able to explain to the people we representative had we are doing. thank you very much.

we appreciate all your work. >> hearing no comments or questions sect fuller open public comment. >> members of the public who wish to make 3 minutes of comment on item 6 b the infrastructure design and construction project management bureau over vow may lineup for if you are in the hearing room or if you are call nothing dial 415-655-0001, access code: 2494 209 1629 ## then star 3 to enter the queue. looks like we don't have mixture of public had lined up to make ment on this in person. sfgovtv, do we have members of

public in the queue? there are no members called in to peek on this item. >> we have no further public comment. fourth discussion or comments from commission? we will move on to item 6 c. secretary full are cull this item. >> item 6c is a presentation on public works employee and department development presented by a team includes deputy correct of policy and communication beth rubenstein to provide environmental services guillermo perez. trin and learning manager nancy chin approximate performance manager alexander bido this is an informational item. >> good morning, commissioners. i'm beth rubenstein deputy

director of policy and communication and the lead of the racial equity initiative. this section of of your agenda which is employee and organizational development. includes 4 piece. we'll hear about rishl equity initiative. hear about public works dwrfrt. strategic plan and the 2022 employee experience survey. all under this employee organization development piece. these 4 initiatives they all address the following questions. how do we invest in improvement and strife to be a better deputy. credit a work accomplice of inclusion and belonging the values and skills in each employees. and ensure as steward of the right of way we serve every nishgd in an effective and equal manner.

the of first part are of this presentation is the racial equity initiative. i'm excited be here with my clothes there is a multiracial group across the department thap lead this is initiative i'm the lead. and patrick rivera is per of our working group and guillermo perez could not be here at the last minute but will hear from alexander who is on our upon group of bruce robertson was a founding member but no long are a part it. mr. robertson talked about the tw events in the last couple weeks the health fair and lettin x pot luck they were happy events we were together in person as a department. has not happen in the 2-1/2 years and hundreds at each event in from both cites that was huge. and at the health fair on last

wednesday the racial equity team had a table talking to hundreds of folks we were focused on mental helling for black, indigenous and people of color. and the latin x pot luck and month long celebration the first time we did it. there were 30 people who stepped up and the racial equity team helping leading from behind. we helped this group step up to organize and i want to mention it come out of a black history month committee started 6 years special building design and construction team was employee driven and the idea is to credit a culture of inclusion and belong. so, i am here with my colleagues [inaudible] tailor we do a tag team about racial equity. why is the department addressing racial equity competence when do

we 19? we are it is the right thing to do. there is data demonstrating people of color in our community have not had equal access to jobs, education, health care, housing and family wealth because of institutional racism affects our work lips and the way we deliver service. in addition, legislation was passed by the board and signed by the mayor in august 2019. 3 years ago. that required all departments to create an action plan to implement those and report on progress to the board of supervisors. to do this our work route in the the understood definition of racial equity. about full access to opportunity, power and resource all people may tloif and prosper

regardless of their racial identity. there has been a history of arlington way of saying it is -- racial equity about applying justice and a bit of common sense to a system that is out of balance. when the system is out of balance people color feel impacts. but to be clear, imbalanced system makes all of us pay. >> so an person distinction is understandings the difference with equity and equality. equality assumes zee the same need addressed by the same solution here we get the same crate to look over the wall that is not the situation in the communities. in have privileges others don't. privileges that are based on

race, gender lgbt and ableness. we have different needs. equity sebase on each us have different advantages and disadvantages and different needs to attain access and opportunity. one person needs 2 crates one a ramp >> check out the 5 minute video it is powerful and quick. and funny. so i want to introduce my colleagues to do the next piece. upon good morning commissioners i'm [inaudible] i [inaudible] project manager. beth mentioned we are a diverse group and the racial equity

working group of launched september 2019 that is 3 years ago. and we are from the different sections in the public works. we cut cross the burroughs positions. we have the managers among us. we have expertise in project management p. of upon training. professional development, communication, design performance and data. street operations finance and organizational change. and except for dedicated time for rishl equity. this w is done outside of our daily work. our work is woven in our strategic plan. employee engagement survey, training offerings and the department's process improve am work. 5 us.

we are all part of the racial working equity group. we are noftd subject experts in the racialing equity and [inaudible] organization but with our resources to hire subject matter started this project committed and emotionally invested and irrelevant dedicated to the process. individuals and collectively after 3 years still going strong. and we committed to educating ourselves and colleagues lending best practices in the field and leaning on city wide racial equity clothes we lone on the city wide office of racial equity and he government alliance on race and equity. a national network of municipal governments working toward rishl

equity. in spite of covid pandemic and the awareness of the inequity in our country. working group has been in the conversation about race and racism and during deep research to work accomplice and department. the peer to peer leadership has been very powerful. formula for success groosz root organizing. working part of our working group and this equals organizational change. it can'ting to which down or bottom up. work to change hats in the hope was changing policies and procedures. in the past couple of years we focus on phase one of the racial equity action left lane that

addresses creating a racial low equal work place. what that mean system a work place where one or each employee can tloif and reach potential. racially equitable work place where everyone has access to information and presses and assignments are implemented. in fall 20 between the working group did out reach to gather experiences and ideas on how racism affects individual and as an organization. about 400 public work employee or quarter of the workforce participated. took time and courage to step in this difficult but necessary conversation. in addition, we did the deep i do in our workforce demographic dastasm priorityos action items

laid out in the racial equity action plan. are rooted in the the data the fourth phase focus on work place culture, programs and policies. phase 2 develop in the 2023, is out ward facing and will address how the department deliver its services. the graphic that you see before you the 5 priority areas to achief 18 racist organization and the values and foundation of our work and this was from the voices we had and the surveys we conducted. empower front line workers broaden diversity of staff at all levels. support and train managers, we think disciplinary processes and action. and create career path ways.

>> [inaudible] spot light racial justice. our research peer lead programming including this 2 model projects. inspection foundation an i do in the history of public works through a racial equity 11 and spot light racial justice and in house series of interview with multirishl group of our staff. i was one of those that did a pod cast sharing my experience. in the last 3 years we have been guided by 3 steps to organizational change. one, conversation about racism and rishl equity. 2, organizationing and building staff organizational capacity around racial equity. prescriptional quality practices

tool in our decisionmaking. this slide highlights the work of the last 3 years the workforce focused on normalizing and organizing. thank you. and i will bring this become up to speak on behalf of guillermo. >> hi. i know mr. fuller has given you the rishl equity action plan 180 page document that obviously proud of and it is high borrow for us to address. it was collaborative we researchs and written by the by the racial equity working group and executive team. and part of the plan there is a lot of data. we loneod workforce did thea and did thea from employee survey i will highlight but encourage to

you look at the data. to electric at workforce through a racial equity lens one of the 3 terms mean. diversity, are there rishl low diverse staff at all levels in the organization. andent relevel positions. in terms of equity do all staff whether or not they w in a desk or the field have access to information to commercial opportunity and training? and in terms of inclusion each feel valued and sense of belanguaging is the culture welcoming. genetics first graph of workforce data included in the racial equity action plan. the data can be difficult to look at as it pin points the work place and tells a complex story. we are a racial low diverse

department. you see on the left column is the department wide includes public works and sanitation and streets and the demographic the racial diversity. when you look close low you see the truth of job segregation. so on the left column the department and 4 other comcolumns is division. sanitation and streets the 3 to the right. infrastructure, dine and belling dine and finance and administration. the difference of racial diversity is noticeable among divisions. in all the cases in the 3 divisionless we are focusing on we see a lower prosecute portion of black and latin x staff inform the 3 divisions, the acronyms i use those, we have

9%, 6% and 10% of black staff the department as a whole has 21% black staff. less then and there half of average. likewise we have 13%, 12 and 13% of latin x staff the department as a hole has 18%. about 30% less inform all cases, these 3 divisions are majority white and asian. what dot numbers tell us it is a nuanced story we need time but to begin, they actuals the divisions are in thes diverse as the department of the missing out on the voices experiences and skills of blk and latin x staff am hiring practice need to be examined to understand the root causes. special we need to look at our organizational culture. are we successful in retaining

black and latin x staff. we look at racial diversity. we are looking at the whole department including prescriptions and street and sanitation. the data put together. and we are looking at in rep to all of public works. the first thing we notice the racial diversity of nonmanagement position alines with the departments. like the nonmccp is about the same as all public works. but management does not. the lone does not. it is 24% white.

52% of management is white and 2021 there are no alaska, native, pacific i landser managers. asian, black and lettin x staff were less in management positions. managers make the top level decision. set policies and procedures and their role model and mentors for staff and managers as a class managers need to be diverse to represent a diverse set of opinions and experiences. managers have the highest saul reese. this chart speak to the job segregation the saul row disparity among racial groups. these numbers and in the job segregation and here the tables and graphs and action plans. we look at the average hourly rate by race in our department. the disparity is shocking.

the average hour low rate for white employee for all 4 divisions and 55 an hour. the average hour low rate for asian american is 51. average for latin x is 45 and the average hour low rate for black employee is 39 dollars. we have a range from 39 to 55 dollars. >> this is data that gut punch and challenges us. the kausz of the inequity are men. historic job segregation and education and racist systems excluded people of color. we did not create the systems but they are the waters we swim in and another way to look the house we inherited and need to do renovations. . >> so. with there in minds look forward

in 22-23 inform this year our goals to build capacity to make change in policy, procedures and culture at public works. to do this we will hire we have on the road to hiring 2 racial equity staff members subject matter experts. we are excited. we will be hiring racial equity consultants. and we are excite body this. they will do more trinning and offer more rishl equity programming. and broadening our leadership we have 60 people across the 3 divisions this are leading programming and leading committees on action items and with our new hr director karen hill we are excited work on action items related hr, which

is huge. the last 2 slides are about the commissions. and so part of the office of racial equity w than i made recommendations for commissions in terms of racial equity and he you know the prop b committee has those as well. in the plan, the action items addressed the commission and they are ensure the commissioners representative the communities that public works serves. ensurety commissioners are updated with racial equity knowledge, trinning and tools. support commissioners and evaluating policies, projects and budget through racial equity lens and ensure meetings are accessible and all people. and then the last of slide is so the plan as well as the prop b

over site and accountability committee recommendless the commission enact the following. quarter low monitor the racial equity work of the department and i know -- mr. full are calendared the updates for you. we are on electronic for you this. collect commission demographic data and included in our annual report. open meetings with i land acknowledgment currently the board of supervisors and over 10 other commissions are doing this. a lands acknowledgment i'm sure know but the statement acknowledges the ramaytush ohlone were the first people of san francisco and the lands was taken from them. and i think the acknowledgment is important it is a moment to grounds ourselves in the history of the land. which is of interest to our department we are stewards of public right-of-way it has a

resonance. and then lastly, that as part of your on boarding and trin thering is rishl equity trainings as well. and this is sure have the knowledge. in closing we want to be an organization of inclusion and belonging. we are all staff can tloif and san francisco communities with be resources and served equally. we look forward to working with you and furthering the conversation. i don't know if you. questions now or move it on to nancy and the university.

the next 3 are like each are separate but all in employee and organizational development. why don't we take questions or comments on this presentation first before we go to the other 3. i will start. thank you very much. very interest and look forward to the hard copy plan. can you give me specific examples of goals? i'm talking concrete goals. >> sure. a lot of this is talk. backed by statistics, i want to know -- no talk action. . real goals and thatful can be achieved because we will spend money hiring staff and consultants and a lot of staff time as explained goes in the

effort not on work hours we are asking people to do jobs and put in volunteer time on this important subject. i like to hear where the rubber hits the road and move past the talk. we know the issues. on real goals that can be accomplished in the next year, for example. >> understand. you see in the okay plan there are 100 plus action items. >> and a couple examples of the specific action items one is this we each us have a personal racial goal in the performance plan that was enacted about i year ago. so and that's a huge thing. that means that we have to educate our staff about what are racial goal could be and how to intgrit that in their core work the key is around the core work of the department. that's a specific example.

there are many within hiring. so things that there are men things i say are best practices for organizational development that will be best practices for equity. you probably read in the chronicle the 255 day its takes to hire someone this is a huge issue in terms of equity. who can wit for 255 dis? it is someone had has a job with the city or is personal low wealth e. things like supplemental question bunkham you we do introduce. what are the barriers toent reand one thing we have been working on and excited about karen working with the new director of hr is our hiring

managers and this is truthful across the city. often they don't always know the extent which than i impact the press. than i have been told that's not something i can do this is hr's decision and like before we had our own department in karen hill when we talk to city add administrators and admin hr, we ask them about things and say, we don't make the decision dhr does. one thing we worked on and excited work with karen is, where do we -- who is the decider of each of the pieces like -- interview questions and panels and how it is created there are pieces in the hiring process who is the decider the hiring manager or hr.

i think it will unfold as the has continue to unfold and electric forward to hearing updates. i just get caught up on words and not action. san francisco's quest to be up front on social issues and nothing it show. i rather have less rhetoric approximate more action and

pleased you begin it thought. this is not a check the box exercise. we are -- to change policies have you to change heart and minds, too. commissioner post your question was great and answer. we -- how do we do it. that is the question. i was very moved by page 10 and 11 of the charts about the diversity management i would love to see how that related

city ouied and if our department stands out in a bad way. i'veed like to seat city wide statistics. >> yea. >> thank you. yea. i would like the say we are similar to other departments. and -- yea. i will get you that information an example is this it is easy to look and say -- well, you know again like we did not create this. there is a reason why we have most low white and asian engineers there are few black and lettin x engineer in schools now. people use that argument but the reality is there are a lot of black and lettin x student in

engineering schools and they are in the attracted to working with us. those art barriers we are looking at. there is historic reasons. we did not create this problem. it is majority white managers in our department but we can change it. our public works university. . you you will hear from them in i second. when i see that mentioned i want to know more about it. does this trin people for all of these for all of these positions. or primarily -- across the board or what are they trained for. why everything you will hear from them. we asuit manager positions when

you gave us the hour low pay rate, another not everybodimented to do a managerial job if the pay of nonmanager jobs was equal would this be a goal? upon the hour low rateos page 72 in the action plan is complicated the reason yet pay is higher because there is more white people in higher payingions and i part is we have a lot of entry level a robust entry level program at operations that bring in black and latin x staff but lower wage. there are issues around like

unpeculiaring that information. it is in the a simple answer. >> thank you. >> commissioner woolford. >> yes. thank you, beth for the presentation it was thoughtful and your clothe. i appreciated your share. a couple of questions one is it would be helpful to upon understand the rep 7ational percentages of identification against the city of sudden front and the bay area. we are looking at it in a vacuum when we live and w in a place there are percentages of population. hastruck middle east in your share was the pay inequity. that is something this would be wonderful to hear per commissioner post's comment, what the items i look forward to

understanding more. and another area i would encourage you the city which has departments if you feel architects and engineer system not a vehicle um. national society of engineers and american institute of architects are looking at the same problem because the profession [inaudible] how and where to start we are beginning an elementary, middle and high school to encourage more diverse class of folk in schools. my firm created a diversity scholarship and internship. it is beginning to diversify our

practice. thank you. and i look forward it learning more. >> yea. thank you for those comments. i will put together the demographics this makes sense. and i in terms of pay i want it make clear that range of 39 dollars to 55 is in the within the same job, right. there is piand equity by race but not like 2 people are project managers. and then also like i like your point about compare architects here versus the private sector in terms of diversity this is a great example of the time to hire getting in the way. you know. so. and the left pos is internship this is is the action items something, we are historically had a strong summer internship

program run by nosea and we had a strong ash prenticeship program and looking how we bring in high school inturns. thank you very much. we will go to the next portion. why good morning, commissioners. i'm nancy chen i represent the university today. >> bfrment great. thank you. kelly is unable to join us this morning i will spoke in her place. i'm a transition from the city add administrator training and develop and our train are maria mc kay and we provided, lot of trin and learning opportunity to public works.

we started with public works many years ago we are excite body coming back. i'd like to offer you an over view of the university who we are and when we offer. our goal for the university to improvech ployee engage. learn and development opportunities for public works employees. who are a great asset. we are a mall and mighty team of 5. myself, shiv an maria our trainer and administrative analyst mar 11a cohen and our management, cystant ali. 've what do we do? all employees at every ref are -- given the opportunity and mandateed participate in 10 hours of learning.

that's a variety of options a formal training course. learning a new application it is tieed performance plan. the university our charge is to provide the resources for 10 hours plus inform doing this, we do develop trainings internal low and clan rit with other resource. oftentimes we work with our subject matter experts who are passionate about sharing their information with their colleagues. we cord naft with other city passports to have i broader depth of training the d. human resource the 3 of racial equity training for managers. work with emergency management

to stop the trinning and sf data problem solving for supervisors and managers. e. we work with external vendors as well. and all of that is electronic exclude reported on so employees are aware of where they are with their 10 hours. part is with performance management to focus and work with our employees on the performance plans. we guide them along the cycle. and work with employees to take advantage of the training funds. why do we have the university 2012 public work mandated employees have the 10 hours of

learning. this train and learning was provided by the city add administrator's office. in 2014 the university of develop today provide training and learning opportunity to public works employees. you will see on the right slides examples the technical to communication skilless. hazzard us material identification. peer coaching. deescalation training is person for. os who are working out in the field. the next slights you may be upon familiar with provided a hand out a very extensive list of trainings majority are provided through department of human resources and the controller office using sf learning. i believe as commissioners you

participated in some types of this train and familiar with them. i'm happy to answer questions about this training should you have any. new employees a list of training. this list is going to continue to grow as the city's policies change. in january there will be i training by department of human resources to support respect in the work accomplice and it is in the going to be online but will be integrating hand's on discussions with each d. other resources for computer training -- tap in the d.

technology as well as data academy. we are working with a vendor to provide core computer skills to prescription's staff a long determined goal. slaberate, city university. these are resources with external educational institutions such as the uc beshg low extension, sf state and city college. this organization and group provide subsidized or free train to all city employees. lastly leadership training for supervisors and managers in a rused cost am the training and workshops facilitated by known

leadership experts. what is next? we are in the middle of completing the need's assessment with managers to determine where their focus is over the next fiscal year approximate beyond. that way we will determine where we focus our efforts. the direction brought us to building and more communication skills training for supervisors and managers. as a result of this we launched swigzal leadership a program under blanchard and it offers skills in coaching as well as communication and flex at for each offer managers and supervisors to provide the different needs of employees.

another large project is new skill's program this will launch we hope in the next quarter. with that, i'm happy to answer questions and -- i'm concluding my presentation. thank you, mrs. chin. you hit i nerve with some of us when felt asville tear commissioners our on boarding requirements were excessive and still feel that way. and looking at the list it, laterals mow to hear you say more training will be added what staff is required. i strategy low advocate that a fresh look taken with all the training and either one gets added one 10, way or may be the staff gone through enough training 2-3 trainings collapsed in one. familiar they cover similar topics. it seems staff is being asked to

do a lot of trinning that takes them, way from jobs, families and personal life. and i hope you will look that is required forville tears and commissioners and dpw staff should go in the opposite direction. that's my opinion. thank you. >> commissioner post i don't think you are aapproximate lone in this opinion there has been training provided by different departments are relooking at how this is being rolled out as far as the frequency and as far as credit for other trainings taken

in -- as a -- add and d. technology taken a fresh look at their training and collapsed it. so there is the opportunity if you took it a year ago you can go in and answer a quick series of 3 question and guff get to skip this module. we are thankful for their ability to look at that. and i think that will be the future moving forward. >> great to hear. thank you very much. never hurts to have a refresher but men 3 years is sufficient for some things. thank you for giving this more thought. >> commissioner newhouse segal. >> so i think this is fascinating thank you. i see that you work with city college.

uh-huh. >> is there -- you mentioned -- i'm -- assist with union reimburse ams is this what programs as well not everything is in college, you know. >> no. the aprenticeship programs are separate. i was with the first program and it changed that training is conducted separate low and worrien hill is the manager over that division. we get involved from time to time as far as special requests. there is crossover. i don't know if i'm answering your question. are there actual >> reporter:s or a curriculum for the university i would love to observe or see what -- what would be required or recommended

for one of our staff people in a position in some position how it fitters through to what our staff in different roles are learning and -- i love to see them work with unions and not in a college level but everybody work is valuable. >> absolutely. may be the university the term is lofty but with the aprentice we look at readiness for work. everyone come in with a different level of education. there are different trainings offered through the program. collaborating with dhr lead it succeed to the supervisors.

it is all in person at this point. tell be in person the university is shifting to in person our employee orientation is in person starting next among. i would love to visit it. joy would be happy to have you invited. let me know if others would like to attends and i will erickson range it. >> if i could add a few points a lot of the apprenticeships run out of sanitation and streets more of our programs are there. and the memorandum of understands city and labor organizations. that is when she is speaking about in reimbursements for course some have thousand to 2 thousand they take courses or development accysts and men related to the trade in the just

managerial course. of upon one other is highlighted the need's assessment with the division managers and00 autotrain and part of the university was split with public works as part of human resources coming to public w its is come buoyant in the an arm of the human resource department and part of this they do a department wide with sanitation and streets and public works to get evaluation and over vow of what is needed. they are looking at training and some emphasized and frequently or some deemphasized. that includes sas and -- yes.

>> we will serve both departments. commissioner woolford. would 10 hours elected y. they issue required. and is this for all employees in public works. thank you. one thing i'm curious about is many, many roles in the city require a license and license requires conditioning ejsz credits am are the university required hours allowed be courses this are professional. >> like low not. for example i know our engineer and architects have hours and don't know if it is annual than i look to professional organizations for this training. would the city step some of this training as one of the 10 hours?

to maintain ability to work, then that is not considered per of the learning. as far as the 10 hours we like people to go on beyond maintaining their license and to build on the skills. are the 10 hours part of the w day hour. >> they are. of all right. is there further discussion on this part before we move on to the next part? thank you very much. >> thank you.

good afternoon commissioner members. i'm alexander and i'm the planning and performance manager for sudden front public works. under the financial management and administration division. have been with public ws for 47 years prior the controller office. i'm excited present 2 other important and related topic this is they employee and organizational development. the first is strategic planning and the second one is 2022 employee experience survey. first i like to remind people what is a strategic plan and combr we need it. strategic plan is a required document for organization and include key elements like

organization vision, mission, have yous and goals. we are mandated by the stele to have i strategic plan our strategic plan is more than document. it is a road map that communicates the direction and priorities of organization. to its internal and external stake holders. our strategic plan serves as a compass to guide and resource allocation processes current and future needs of our customers the members of the general public or sister agencies and the needs of our workforce. our strategic plan is developed monstored and improved through a strategic planning process the process is important as the plan and the planning -- process is part of the agency's tool box to improve.

public work used the plan as a living document. since 2009 developd and monitored 4 plans. in december of 21 we paused development of i new plan to focus on prospect b of 2020. since 2020 do you to the pandemic and many organizational changes we experienced and continue to experience the department taken the opportunity to reevaluate and modify the planning process. we hope to restory the development and implementation of the plan once changes solidify. the plans include the department's vision, values and goals and objective. short and long-term initiatives and measures to assess the progress.

january kr general low our plans cover 3-5 year period since we paused here are some of the key compoens of 2018, 22 strategic plan. our concern vision is a forwards the organization of public trust. care for and builted city for the people of san francisco. values respect, integrity and he responsibility and genomes the best accomplice it work. provide exceptional service and improve and inspire stewardship of public spaces. the strategic plan is often balanced and support improve am in core services and challenges and meet the needs of our cloints and customers it also nourishes our culture.

some of our lessons learned from our experience include the director and leadership of the agency are champion the strategic plan and our workforce and stake holder ren gage instead develop and want execution of the plan. the plan reduced scyllos in the agency and offers opportunity for learn and growth at all levels. also the plan influences with other initiatives or processes like the plan and review press and employee survey. racial equity competence projects. the strategic plan process has -- also provide a way to identify opportunity for imfroufment and some of them include prioritize and focusing on efforts in similar scale on

fewer items and improving how we measure success. i mention the the strategic plan and press is important as the plan and key to advance implementation. here is a 5 steps of the plan in process. there will be opportunity for the commission to be engage exclude prosecute void input during the environmental phase and update on the element of the plan. through the support or [inaudible]. result was charter amendment and new director or directors will help set conscience for a new strategic planning cycle. we are waiting for a new director or directors we continue to improve our planning

press and support the work of known priorities such as hiring and racial equity. what is next? well, we will improve the approach development, learning and integration of the planning press and the use of measures. plan to use the excellence framework best practices and lessons from experience to inform improve am in our process. reviewing 2022 and survey results to inform and aline future strategic planning racial equity and he other department efforts we look forward to providing more update and working with you in make the agency the best it can be. and with that i will transition

to the last project. the employee experience suri have of 2022. let's start with the why. the survey xr offers an objective independent and systemic press for hearing feedback of our employees about their work accomplice. through this process. the department learns ways to improve employ's engagement. the results from the suri have inform the planning, racial equity training and other efforts it was begin in march of 2022. and had a toll of 20 items or questions around 6 themes. employees prosecute voided with way its tick the suri have it give flexibility to staff to

participate in the survey within their work schedule. we offered online, e mail and we offered a scheduled in person session where on site support was prosecute voided and the staff could take the suri have on line or on paper. english, spanish and chinese. the 2022 response rate for the public works department only was higher. 87%. comper seed 2019. the upon response rate of 81%. on this occasion we did not offer incentive to complete the suri have. results of the 2022 were lower than 2019. this slide shows results grouped

by [inaudible]. employee engage am theme shows the highest with 72%. this theme is related the extent which employees feel passionate and committed to the organization, putting discretionary effort in w and willing to [inaudible]. the same growth the themes with the lowest favorability results. both with 57%. extent to which employees foal they are in the rightion and have the necessary skills. knowledge and abilities to perform in their role and the growth speaks to the extent employees feel to advance their career or develop skill set in their organization. the 2 inform work and training and professionalal development for staff.

>> the top 5 highest items. based on response the employees rated 4 or 5. meaning agree or strong low agree. on the one to 5 scale. the green bar. equal sign in this slide reflects items in the typeset 5 highest item in both 2019 and 2022 survase. positive signs reflect items now in 22 in the top 5 list. this shows 6 items there were a couple of items that were a tie. the 4 in both years are my director supervisor trusts me to do my job. i care about the results that the department achieves.

my director supervisor treats mow with respect and i have when i need to be safe on the job. 2 new items in the top favorable list are my director supervisor support my professional development and growth and i understand the most important goals for my work group. the bottom upon 5 favor okay. 4 item this is show in the bottom 5 in 2019 and 2022 include, the department can recruit the right people using our existing hiring process. the department is effective in getting new employees up to speed quickly. people are prosecute moted in the department based on performance and work processes at san francisco public works are effective. the new item of the bottom 5 this time is i feel the department is moving in the

right direction with implementation of prop b. which will explain the department suddentation and streets and public works. 2 comments. know the language in 2018 for this question was slight low different it said i have confidence in the dreshgz of this san francisco public w system taking. and also, this time the interpretation of the question hen challengings people may have the option of thinking about the actual split versus the opinion about the implementation of prop b. so that's a bit challenging here. were some key bngzs about telecommuting and alternate work schedules include this 90% of the participates will be interested in telecommuting wing away from the work site if this option is offered for their position.

2 thirds of the participates will be interested in alternate work scheduled and 60% feel that they are much more likely more productive working from home. this slide now shows items that had the greatest improvement in favorability between 2019 and 2022. sorted by the column favorable, percent, trends, prior year. for example, the item 35 say, employees are encouraged to share ideas improved 8 points. it went from 57 to 65 in 2022. these decreases from 2019.

are related the department providing employees tool to advance career. of getting new employees up to speed quickly ape cullure of recognition for good performance. and another item include employee's provide to work in the department and likes lihood to refer to the department as a frind as a good accomplice to work. will strength to leverage include our sense of prid and purpose. work place safety. trust and respect from supervisors. opportunity for improve. exist in the following yours hiring and promotion, communication, better use of resources and presses to boost work efficiency. on boarding. and opportunity for continued

career and skill development. belling from our strengths and addressing the opportunity. when is next? we are be distributing and discussing results at different levels and brain tormenting defining priorities hope to implement from this action planning soon. thank you for the opportunity to share it with you our brief updates on strategic plan and employee experience suri have the 2 topics and racial equity and he training development of employees and the agency. this condition clouds my presentation. thank you. thank you. i have i couple of questions regarding the strategic plan can you tell us when you anticipate the new one being completed?

we don't have a date yet we wait for a now director to be on board. in is the main requirement. however, soon after we hope to initiate and continue woth planning press that will support that strategic planning we hope to have. that process is happening and we will know after november if we talk about one or 2 departments. specific plans. let's assume one. sense you have been wing hard to re90 process this sounds like you will hit the grounds running once it is director is attained can you give us know idea does this mean a strategic splan prohibitd and red to go 60's mocks later or a year later.

ive cannot -- witness you had a new director how quickly do you think the department's strategic plan could be completed ballpark. getting an idea if not until 2024 or may be by ends of next year. >> commissioner i will tick that. good question. rather than speck lit on timing and we don't have all the information why dent we get become to you and we gallon through and we will sit down and come up with a road map and estimated time lines that are thorough than throwing out a date i would much rather under promise and over commit. if we can have time we will get become to you in are short order. gi appreciate that. as soon as we have the new one that will be helpful for staff than i know when they are working under. i hope that will get happen quickly with the new director we will see and i did have a

request about employee survey results. you shared the results with the department or supervisors and managers. does this money you can break them out by departments as to responses and do you just so people have insoys the department heads have an insight how their people filled out the survey versus dpw staff. i realize it is confidential but how grant lawyer can you get it could be useful? the main ref was important that's why we retain the consulting firm. of the main level we are sharing -- is that zero level we have the department. the approximate vision level and bonjour over level.

thank you very much. comments or questions from other commissioners? commissioner woolford. >> thank you i appreciate the presentation. >> thank you. thank you very much. >> no further comments open public comment on entirety of item 6 c y. members when wish it make 3 minutes of comments of 6c the employee and department development milineup against the wall. if you are calling in dial 415-655-0001 then access code: 2494 209 1629 ## and press story 3 to enter the queue.

does not awore we have public comment in the chambers. sfgovtv do we have 2 callers. unmute the first caller. and call are you have 3 minutes to speak and provide you with a 30 second notice. commissioners, we have about 35,000 city employees and your left 2 years 2-1/2 years we are -- in the pandemic. and -- given the presentation of the university and other type of

training. most employees want to stay at home. and reason very reasonable when survey was taken again most employees want to stay home. the training, the skills we working as a city to keep employees working for the city is all good. as a taxpayer, i want to know how are we doing when it come to questions of law of life issues? we know this the department of public works plays an important role and the employees are hard

pressed to deal with the city officials that our city is dealing. everdrugs, roads not asphalted. crosswalks not taken care of. our traffic lights. all of these issues quality of life issues not to be incorporated in the training. department of public works workers are treated like stake holders. good to hear this and new commissioners learned some but for those of us who are into vertical construction

>> quality of life issues it is another thing. thank you very much. >> thank you caller. sfgovtv unmute our second caller you have 3 minute and i will provide you with a 30 second warning. daved pillpel now i'm on the phone. so on training and the employee survey. as to training awhile back in religion at this time budget there was stratification of the city budget in 3 levels the items mandated, those entrenzic and discretionary.

it is necessary to the function of the department and also has to be included and discretionary if you can, and you have the resources do you it and if you don't or there are other priorities then you may put those off. i think this goes to i believe chair post's question about do we need to do all of this training right now and can we push off some and how much and which things. that is my suggestion for a way to look at it. in terms of types of training i see functional training including necessary certifications and updates. supervisory and management skills training. customer service.

deescalation. diversity. understanding city processes. how commissions, departments, civil service board of supervisors huthis work and i could give a class on that. career development, general low what other opportunity there are in the city. and elsewhere and i'm sure there are other types of training. that was just my initial types of training. moving to employee suri have. i appreciate the percentage of surveys responded to. tell be helpful it have the actual number of employees responded to a suri have so you know knowing what that little n number is.

to improve department and improve their satisfaction as employees. those are my thoughts on item 6c. thank you for listening. why thank you, caller. that concludes public comment. hearing no further discussion or questions from the commission we will move on to the next item. secretary full are cull the next item. >> the next item since we took item 7 already the next item is 8, new business and initiated by commissioners and this is an informational item. do commissioners have new business they would loishg to raise before the commission or

propose for i future agenda >> i wanted alert you all i will be missing our november fourth meeting invited to lecture in los angeles at facade designs lecturing about my science building at usc >> congratulations that sounds interesting. thank you for letting us know. >> okay. since we don't have other requests for future agenda items we will move on to the next item secretary fuller call that item. >> because we did in the exceed 15 minutes for the first rounds of general public comment we can go ahead to item 10, adjournment. >> thank you very much. i neglected to compliment rachael gordon who sat through

this meeting on another excellent department news letter i encourage you to look at it. it was fascinating the deep dive below the city streets and energy for city all. thank you very much for an informative news letter. i enjoy learning about the diversity of when goes on in this large department and important department. >> so since we have no further business on the agenda i adjourn this meeting we will meet on friday november 4. thank you.

>> everything we do in the tenderloin, we urban outfit. here, this gives us an opportunity to collaborate with other agencies and we become familiar with how other agencies operate and allow us to be more flexible and get better at what we depo in the line of work in this task. >> sometimes you go down and it's hard to get up. so we see ourselves as providing an opportunity for the unhoused to get up. and so i really believe that when they come here and they've said it, this right here is absolutely needed. you can't ask for nothing better. >> the tenderloin is the stuff that ain't on the list of

remedies, liked the spiritual connection to recovery and why would i? why would i recover? what have i got to live for? things like that. and sharing the stories. like i was homeless and just the team. and some people need that extra connection on why they can change their life or how they could. >> we have a lot of guests that will come in and say i would like -- you know, i need help with shelter, food, and primary care doctor. and so here, that's three rooms down the hall. so if you book them, they get all of their needs taken care of in one go. this is an opportunity for us here in the tenderloin to come together, try out these ideas to see if we can put -- get -- connect people to services in a [♪♪♪]

>> i just don't know that you can find a neighborhood in the city where you can hear music stands and take a ride on the low rider down the street. it is an experience that you can't have anywhere else in san francisco. [♪♪♪] [♪♪♪] >> district nine is a in the southeast portion of the city. we have four neighborhoods that i represent. st. mary's park has a completely unique architecture. very distinct feel, and it is a very close to holly park which is another beautiful park in san francisco. the bernal heights district is unique in that we have the hell which has one of the best views in all of san francisco.

there is a swinging hanging from a tree at the top. it is as if you are swinging over the entire city. there are two unique aspects. it is considered the fourth chinatown in san francisco. sixty% of the residents are of chinese ancestry. the second unique, and fun aspect about this area is it is the garden district. there is a lot of urban agriculture and it was where the city grew the majority of the flowers. not only for san francisco but for the region. and of course, it is the location in mclaren park which is the city's second biggest park after golden gate. many people don't know the neighborhood in the first place if they haven't been there. we call it the best neighborhood nobody has ever heard our. every neighborhood in district nine has a very special aspect. where we are right now is the mission district. the mission district is a very special part of our city. you smell the tacos at the

[speaking spanish] and they have the best latin pastries. they have these shortbread cookies with caramel in the middle. and then you walk further down and you have sunrise café. it is a place that you come for the incredible food, but also to learn about what is happening in the neighborhood and how you can help and support your community. >> twenty-fourth street is the birthplace of the movement. we have over 620 murals. it is the largest outdoor public gallery in the country and possibly the world. >> you can find so much political engagement park next to so much incredible art. it's another reason why we think this is a cultural district that we must preserve. [♪♪♪] >> it was formed in 2014. we had been an organization that had been around for over 20 years. we worked a lot in the

neighborhood around life issues. most recently, in 2012, there were issues around gentrification in the neighborhood. so the idea of forming the cultural district was to help preserve the history and the culture that is in this neighborhood for the future of families and generations. >> in the past decade, 8,000 latino residents in the mission district have been displaced from their community. we all know that the rising cost of living in san francisco has led to many people being displaced. lower and middle income all over the city. because it there is richness in this neighborhood that i also mentioned the fact it is flat and so accessible by trip public transportation, has, has made it very popular. >> it's a struggle for us right now, you know, when you get a lot of development coming to an area, a lot of new people coming to the area with different sets of values and different culture. there is a lot of struggle

between the existing community and the newness coming in. there are some things that we do to try to slow it down so it doesn't completely erase the communities. we try to have developments that is more in tune with the community and more equitable development in the area. >> you need to meet with and gain the support and find out the needs of the neighborhoods. the people on the businesses that came before you. you need to dialogue and show respect. and then figure out how to bring in the new, without displacing the old. [♪♪♪] >> i hope we can reset a lot of the mission that we have lost in the last 20 years. so we will be bringing in a lot of folks into the neighborhoods pick when we do that, there is a demand or, you know, certain types of services that pertain more to the local community and working-class. >> back in the day, we looked at

mission street, and now it does not look and feel anything like mission street. this is the last stand of the latino concentrated arts, culture and cuisine and people. we created a cultural district to do our best to conserve that feeling. that is what makes our city so cosmopolitan and diverse and makes us the envy of the world. we have these unique neighborhoods with so much cultural presence and learnings, that we want to preserve. [♪♪♪] >> [applause]. [music] [music]

>> about 20 years ago the port was look to develop a network of open space and parks and to bring the art network and access to the bay to the entire 7 and a half miles of waterfront property. this location, 7 acres, identified a very important place to make a park for the community. the park was used very much for ship building. it was a very important location in the city's history. iot best part of the water front was heavy industrial and did in the have opportunity for the public to get in and enjoy will bay and connected to the bay. >> they incorporated the historical value of the area people can learn what was here before, what is here now and then really be able to understand the community that they live in. this was a vibrant ship building

area here for years and years. and you know here we got a slip away and for us to have an opportunity to teach our children the old way specials incorporate them in the new ways, it is endless. >> this will be an upon upon wonder uponful addition to the southeast sector of san francisco it is green and clean and beautiful and access to the bay from a park is just going to be incredible. jot things planned is going to make this a destination for the folkless in the upon community. ability to come out and have a picnic on the grass. and to come out and use the picnic area with the tables and bbq pit and movie night and food trucks has an open space is exciting. we don't are much of it in dog patch.

i think this will be a family and community based type park. >> the port is good about talking with the local people about things they might like. >> the whole place is a play ground they will not see anything like this before. >> i feel blessed have been part of the commission and the process of bringing this park to the community. this has been a long community lead process. >> open space is something we have been doing in san francisco for a long time. connectivity we have to the waterfront and san francisco is important. i can't wait to experience it as a residents and district supervisor. [music]>> park

commission. could the secretary please call the roll? [roll call] >> this is rec and park commission meeting of october 20, 2022. the rec and park commission recognizes we occupy the ramaytush oholone people. we honor the ramaytush oholone people for commitment to mother earth. as the protector of the land and accordance with traditions, the ramaytush oholone have not ceeding (inaudible) as well as all people who reside in the traditional tearitary. we recognize our duty