>> last time but i look forward to a productive and efficient meeting. as is our customer we like to read the acknowledgment and then we will proceed with our meeting. san francisco acknowledges that we are on the unceded homeland of the ramaytush ohlone. as the indigenous steward the

land, they have never seeded lost nor forgotten their responsibility as the care takers of this place as well as for all people who reside in their traditional territory. as guests we recognize that we benefit from living and working on their traditional homeland. we wish to pay our respects by honoring the members and by affirming their soverne rights as first people. now i will turn it over to our commissioner secretary to advise the public on our public roll call and read the sound pro ducing advise statement. >> thank you, chair, and thank you for joining us, this meet ising being held both in hybrid and in city hall and broadcasted live on sf gov. tv. members of the public attending in-person as well as remotely will have an opportunity to provide public comment as well as general public comment. members of the public who wish to provide remotely will be heard in the order that commenters add themselves to the queue.

commenters will have up to three minutes to comment. after each agenda item unless otherwise said by the chair. the number 415-665-0001 access 2639268310. >> commissioners this places you on roll call. >> butler. >> present. >> vice chair. >> present. >> commissioner albright is excused. williams is excused. commissioner dusty?

dufty? >> present. >> commissioner la g*u ana is excused. will xh place of director mcfaepd. commissioners we have a quorum. this playses you on item 3. the producing electronic dwiesz are pro vibitied. please be advised that the chair may order the remove avenue of for the ringing of cell phone or similar sounding devices. tuz for your cooperation. this places on you on item 4. >> first i would like to recognize and thank our vice chair evans for stepping in on my behalf while absent for the last two months. thank you for your thoughts and concerns of mine being away, i'm back. i'm happy to be back and ready to get to work.

and also want to make sure that we want to acknowledge, there is a lot that has taken place in the last 24 hours and it's our responsibility to stay focus on the task at hand and certainly hope that we take this as a way to work harder together and so, i just hope that you are well and i hope the country, the nation, the city our communities are well as well. okay. this places us on the adoption item number 5, the adoption of our special meeting, october 10, 2024. are there any comments or questions regarding the october 10, 2024 meeting? >> i motion to approve the minutes. >> second. >> it's been motioned and properly second. before we begin our vote, i just want to open up the opportunity for public comment.

any members who wish to make public comment regarding our adoption of october 10, meeting minutes? i see there is no members in-person, any online? >> no callers on the queue, chair. >> well those in favor, indicate by saying aye. >> aye. >> ayes have it so it is approved. this places us on item 6, communications from the commission. >> vice chair. >> i actually don't have anything to communicate today. >> on this item. okay, we will proceed and move forward on our agenda. this places us on item number 7, my favorite meet ing, recognition of employee. we are going to join director deputy director, myself joining

and honoring grace gin, anthony and charles miner from the continued care teamfor the month of november. >> thank you. >> hi i'm emily owen deputy director of homelessness and supportive housing. the only part that i was excited about was this. so i'm very happy to have the honor of honoring my friends and colleagues on the continuum of care, housing team, grace anthony and charles. they were nominated by darush our deputy director of programs. and as folks may know, the u.s. department of housing and urban

development released their continuum of care this summer in july for approximately 3.5 billion dollars nationwide to address homelessness. and san francisco was eligible for up to 58 million dollars in renewal funds, plus 6.3 million in new supportive housing projects. this team did a beautiful job shepherding our application through a community process, engaging people with lived experience of homelessness in a very meaningful way, working with community agencies and a local homeless coordinating board to put forward what i think is a fiercely competitive application for significant federal resources coming into our community. this work is not easy. and it can be very very challenging to pull all the data together that we need to tell the story of the success of our community.

and we're a community application so we put something together jointly which makes it a lot of work to get the entire community rowing and they did it with grace and leadership and we're really proud of this team for all that they've done especially to incorporate people with lived experience into the process of building the application. and we have submitted a 60 million dollars application to the federal government thanks to them and fingers crosses, we get every penny of it. [applause] and maybe we can do a picture.

does anyone want to say anything on behalf of the group. >> i'll try to come up with something. thank you so much, we feel honored and appreciative to have received this recognition, like emily said this is a really big deal for us to submit the grant application to hud for every competition period. we understand like, hud continuum fund ising a critical funding source for the city to not just--but also to fund housing projects in the pipeline, so this was a huge collaborative endeavor with various stakeholders, pemly named a bunch of them where we're just very happy to have completed this process.

and on time, we feel really good about application that was submitted so thanks again. >> thank you. [applause] >> again a major congratulations to all of three of you and the entire team and we wibbler you much success on the success of the application. okay, so we are going to move on to our our agenda on item number 8 director's report and we're happy to have our deputy director, emily cohen to provide the report on behalf of our director. >> thank you, chair, and thank you commissioners. emily cohen again it's an honor to be here today and i'm going to be sharing shah raoen's director's report which will

cover some of the data points and programmatic points. we additionally tried to incorporate answers to many of the questions we received last month from commissioners into the presentation. i want to start with some exciting news on the staffing front. we are very excited to announce that we have hired lisa as the new director of shelter and out reach at shs, lisa has been with the team for many years and has been an acting role for several months and we were thrilled that she was willing to take this on permanently. she is a clinician, she is worked with the homeless out reach team, she was a medical social worker with the department of disability and aging services and she has a career really centered on the lives of people experiencing

homelessness behavioral health crisis and has always championed their best interest and needs within the city bureaucracy and it's a real honor to have her take this leadership role and we're excited for what she will achieve as part of hsh leadership team. >> i think that's worthy of putting our hands together. >> yes. [applause] and now i'll move into the traditional business of the report. in september, the san francisco homeless out reach team conducted over 2800 engagements and distributed over 6200 engagement tools and resources including food, water and hygiene materials to people living unsheltered in our community. and this is relatively consistent with months prior. in september, the homeless out reach team also achieved pretty significant problematic

outcomes including conducting 233 assessments for housing of people living unsheltered, making 239 shelter placements, and moving 10 ten houses into housing from the street. we presented last month, data on i think it's a request from the commission to provide data on the reasons given when a client may decline services and this is often, i think important note as we learn to build our system. what is it that people are interested in what is engaging what is it that they're looking for while they're on the street and understanding why people decline services is also helpful. we presented this data last month but so per your request we unrolled it and you'll see here that the primarily reason that somebody might decline an

offer, these include, the client prefers a non congregate setting but only a congregate setting is available. they might also, you know, not provide a reason or not feel safer interested in going indoors. so we've broken down all of the reasons here on the slide. continuing on out reach, our out reach team has been very busy in the bay view district in resent months, starting in the end of august, hot has newly engaged in the harbor haven project. aiming to move clients from the streets of the bay view directly into housing, hout is work withing episcopal services to identify clients on the street who are eligible for the housing program. hot helps them attend appointments, view apartments and fill out paperwork.

since september, they have referred 22 clients most of which are moving into housing. we also were successful on september 27th, san francisco was awarded our third encampment resolution fund from the state for approximately 8 million dollars and you know, this is a grant to be spent over the last 19 months focusing on out reach in the bay view and operating sport gerald commons that is scheduled to open next spring. as we move to coordinated entry, you will see that we conducted over 800 entry assessment which is on par with previous months and this time last year, 75 percent of those assessments were for adults, 18

percent for families and 11 percent for young adults. in september our homelessness prevention partners accepted 198 households utilizing about 1.1 million dollars of financial assistance to prevent them from falling into homelessness. so far this fiscal year together, we have presented 576 householdds from falling into homelessness through our homelessness prevention programs. one of our key prevention tools is the san francisco emergency rental assistance program. and it's a partnership between our department and the mayor's office of housing and community development. this month this program seveneder 378 households with an average of systems of 5700 per household. 82% of the households served identified as people of color

and 73 percent of them earned 30 percent of the area income which illustrates that we're targeting this resource to the households most likely to become homeless and really thrilled that for 5700 per intervention we're able to help nearly 400 households avoid homelessness. and at the october commission meeting, one of the commissioners asked if folks who a play for sfe are automatically connected with money management programs which is a voluntary opt in serving adults youth and families in supportive housing. this fiscal year, a7we have expanded our money management programs to now serve over 3200 tenants. when we made that expansion, we opted to target the program eligibility for residents supportive housing so. where e wrap is serving supportive housing, they do have the

option to opt in to money management programs. but it unfortunately, is not at this time available for people who are not enrolled in our housing programs. the commissioners also requested data on if households were able to apply or rely on e wrap support more than once. we are looking at the data and we will be able to provide it soon, we have some clean toup do. but in the meantime, we want folks to understand the guidelines that e wrap prevent a household but exceptions can be made through a waiver process. problem solving, so in the last three months, we have resolved homelessness for 247 unique households through the problem solving interventions, spending approximately 90,000 in assistance.

the majority of these resolutions were for adult households about 69 percent, families 20 and young adults about 11%. we have dashboard available on our website and you are able to toggle between the different housing types and pop racings to really understand the portfolio of housing. data point for us, partners made, sorry, 1168 placements into housing, 137 were adults, 25 were families with children and young adults. so far we have moved over 570 households out of homelessness and into housing. again, on par with last year.

we're working to improve the process by which a person experiencing homelessness will move through our system and ultimately into housing. and one of the metrics that we look at is the length of time from enrollment in a housing program to placement in the housing unit. and we losing this length of time is an important factor in our work both to reduce vacancies in our system and to improve continues from our clientele. and this is something that we've been focused on because the bureaucratic process can be quite lengthy and we are pleased to announce that we have reduced the amount of time by 20 percent or 27 days. and this is just over the summer, basically we've been tracking that data and excited to sair that with you today.

i'm not going to spend a lot of time on this because my colleagues are going to present shortly on all of our work. but i do want to draw your attention to the 11057 units that are available for referral. this number is down significantly and it shows a significant improvement in our placement process. and now we're shifting our focus to our off line units and that's what salvador already talking about shortly. as we move to shelter, again, we have hsh has a significant shelter portfolio over 3700 units of shelter capacity and we, this month we're at a 911 percent occupancy rate. we vary between 90 and 91

percent on a monthly basis. i want to provide some data on the adult and family waiting list. as of october 27, there are 508 families on the shelter waiting list. 74 were in our emergency shelter programs but on the wait list for other shelter options. the length, the average length of time that a family spends on the waiting list prior to placement is 46 days. in september, 23 families were moved off the waiting list and into non congregate family shelters. we anticipate the number of family waiting list to go down as we rollout new subsidies and new hotel shelters as part of the mayor's safer families initiative. on the adult side, as of october 222, there were 152

people on the shelter waiting list, there is been virtually no changeover the last two months. 559 people joined the waiting list in september. for people who were placed into shelter, the average time for adults on the waiting list was 11 days and 112 people were placed off the waiting list and into shelter in september. so the next set of slides shows that same data but over the course of time. so this shows people waiting the wait list. and you see the ebbs and flows up and down, and relatively steady between 550 and 600 people joining the list monthly.

so you'll see we placed 150 people into the list and that was the one of the lower placement months that we've had since the spring. you will also see, there were fewer people removed from the list without placement as well. wait list overtime and this has gone up over the last couple of months. >> in terms of families joining the waiting list, this is an inimportant indicator of need. we have seen the number dip slightly in september but still hover around 100 households each month. and for families moving into shelter, in september we had 23 families leave the wait list

which was our highest number since april. and we had about 923 families leave the--and then again on the family side, this this table or this graphic shows families active on the waiting list overtime. and you will see that this number has gradually grown and impotus what we're rolling out, this is a challenge for our community and something that we want to address head on and thrilled that we were able to get a new investment and speaking of which, you want too give an update on where we are

with safer families. so to address homelessness, the mayor invested over 50 million dollars in the fy24-26 budget to expand both shelter and housing. tlut safer families investment, we estimate that we can shelter approximately 600 families and house more than 450 families through new investment and existing turnover. both in hotels voucher for emergency shelter and rapid rehousing programs. so this investment ads 115 new hotel vouchers that will function as a emergency shelter for families. these are not the 14 day urgent accommodation hotels but really alternative to the traditional shelter system because we don't have enough capacity. 35 of these have already been

available. we are now adding the additional 80 hotel vouchers between now and the end of december that will help us meet the demand for family shelter. so that they can make the shelter more quickly and make that available and more efficiently available eyes their lives. this investment increased rapid rehousing and shallow subsidy by 155 slots or families. 100 are newly funded rapidly. 45 of these have already been awarded and allocated. and we are expanding existing rapid rehousing provider contracts to administration the additional 85 subsidies so

these will be coming online soon. hsh also convened a focus group of housing providers to help give input on the implement of these expanded subsidies and our implementing their recommendations. there are 35 new shadow subsidy slots which will increase our total family subsidies to 95 and referral of this program began last month. so these are already being implemented. the last component of safer families is 50 newly funded rapid rehousing slots for young adult families. so this is youth money that we were able to use for families headed to young adults and in the process of can thinger out those resources but really excite today have a dedicated

set of subsidies for this community. so i know there is been a lot of questions both in the press and from community members about when they're going to see, safer families on the street when they're going to feel that relief and i hope this update helps provide some assurance that some of these funds are already out, many are in process and some will be before you next month. and we're eager to get all of these dollars out on the street. last problematic update we're excited to continual the partnership with san francisco interface council and episcopal services for the 24-25 interface winter shelter program. we have been op rating this program for many many years and provides really critical additional shelter capacity during the cold-wet months in san francisco. so starting on monday, november 25th, we will have additional shelter for single adults, it's

an overnight shelter and it take place in faith communities or community centers. the schedule for which is on our website now, there is information about how to access it, first come first serve, we request that people line up around 5:30 to get in around 6:00 when the program opens and guests receive both dinner and breakfast when they stay at the shelter. again, please visit our website for the updated details on the schedule. things have been quite busy. coming up this month, we have several items before the board of supervisors that are coming to you all today. and this includes our contract apartments for the 5th and

harrison transitional program for youth. additional the grant lease agreement for 174 full son which is one of our new transitional programs will be on the board in november as well as recommended amendments to the standard shelter of care and this is an ordinance that that's been by the shelter commit and hsh is helping to shepherd. in additional legislative note, october superintendent ronen introduced an ordinance that would require hsh and the department and the human services agency to make all rapid rehousing programs expendable up to five years for any family who would otherwise foul back into homelessness.

so right now rapid rehousing depending on the source can range from a two-year program, up to 5 years, but this ordinance would set a policy directive to the city that would require us to make extensions available up to five years. i think this is an, some trade off with this legislation, it creates consistent and parity which is important but it will be very expensive to implement and there has not been additional dollars allocated as part of this ordinance. and this will be heard on the 18th. our staff report an increase in families visiting access points would have recently migrated to san francisco from country

arrangely spanish and portuguese countries. in response, observation the equity team have facilitated a newcomer to san francisco, resources rights and culture responsiveness training, including content from the office of immigrant affairs. we held this on october 22, and the recording will be available. to other providers who are serving new immigrant communities wnt homelessness response system. this is the first time we've done a training of this sort and are pleased to make this available to our providers and partners. there is a new resource available through the guardian assistance program or gap. this is from the san franciscan mal care and control.

who are engaged in the response system. so if folks are interested in accessing this resource, you can scan the qr code or visit the website to learn more from this program from sf animal care and control. glazesing to the boateder who is fully seated. >> can you say that again. >> congratulations to the board for filling the board. we're thrilled and also thrilled as i mentioned during our employee appreciation that the local homeless coordinating board with our staff submitted

the coc application in october. in terms of the shelter monitoring committee, we still have one more vacant seat. but this month the committee will begin the navigation centers through will begin their work at and navigation center in addition to traditional shelters. and the shelter grief yens advisory committee is still filling 5 vacancies for current seats and you know, look forward to working with all of you on that. and the next is december 109ing. and our last update is of course that we are hiring. the city website has our positions but you'll see that we have 256fte, 31 vacancies

and 39 active recruitment going on and i appreciate the work of our hr team to continue usly be bringing on talented and wonderful colleagues for to us work with. and that is it. >> wonderful, such a great job thank you so much for the presentation. i would like open it up for our members of the public to make any public comment at this time. >> speaker: i'm going to class, i'm in chef class now so i have to be there. but i do want to say thank you so much for what you just reported and the work that you are doing. but we hope that you also keep in mind that sexual abuse in

the shelter is. how we advise for and take place in home. we would like to be placed in home such as much as you care about animals. and this is housing, not putting us in our sor with a bathroom and actually house it. that has everything, kitchens bathroom and able to enjoy family. remember we are not helpless, we donough how to help ourselves but we need somebody to give us the resources to help ourselves. thank you so much. >> thank you. >> speaker: it seems like it's very, it's continuous. so you got the directer's report so was there any, was

there any complaints regarding the services of these contractors? were there any contract violations? and also, if there is a contract violation, then, who do you go to? it seems like in the contracts, there is several discrepancies and things, i guess i'm at, contract violation, who do we go to? i think there is contradictions between policy and procedure and your contracts. in part, i'm speaking about the wellness policies and procedures. the contract says you shall, then policy says, that they're not obligated by it. so, where, you know, what, what

is the jury to decide regarding this stuff? also i think there is some type of doors for economic opportunity. that you just expect to fund people being home lsz forever without any type of doors to economic opportunity. you talk about vacancies, and stuff, couldn't some of the homeless help with those things. i think i'm just very disappointed and there needs to be a reevaluation of your

boiler plate for your contracts. because when you look at different contracts, some of them have very good parts that need to be brought into other contracts. like there was a contract a few months ago, it talked about certain amount of people should be, leaving to go to other jobs, get jobs and wellness and it seems like, those things they are not in the housing contracts. those are some of my issues. >> thank you, sir. >> just want it make sure that this is related to the report.

>> this is relevant after hearing the report. >> speaker: good morning, for the record i'm chris klein, what i'm handing out is hmis incident. and the reason it's a different county is because san francisco does not have a form, because if you don't report it, you can't investigate it. that's the issue with your investigations. i have over 25 years experience work withing criminal investigations. so if it's not reported it's not investigated. unauthorized access is given to people who are not doctored or clinicians or even trained on the equipment. our system here is called one-system based out of las vegas. in 2022, i filed a hsh grievance and i have not heard back.

after that i wrote 3 university presidents about my concerns. since then, people have used this to take grant from me so i filed a hud complaint. again this is all reported to hsh in a timely manner and they have yet to get back to me. negative and positive outcomes. it is also the number one reason that people refuse shelters, they are being cyber stocked. there is no training to differentiate between a clinician trying to get help to a cyber inclusion incident and they look very similar because the person has like a nervous break down that could be somebody trying to discredit that person. 61 million dollars was recently

approved by hud which matters because everything that we just talked about to get that money, you have to have this form available at all sites, all non profits that are using this form should be using this form otherwise nothing gets reported or fixed. i have taken matters into my own hands because i have filed complaints with federal law enforcement, they will be coming in. they have started an investigation. if you want that grant money i would suggest getting that form up and running immediately. this is very serious, 250 kearny street had 10 suspicious untimely deaths that were not investigated and what they did, they transferred the staff out of the building, so no one can complain. a lot of complaints went to the department of justice, this is very saoer aoer--serious and i'm asking this commission to

start an investigation. thank you. >> thank you. >> and the fire department because we are hopefully going to be writing in interface shelter in our building and it's something that we've been praying about and how we live out our values. i'm so excited that this year we'll be part of that program. i also worked with art which is a house hading provider for transitional age youth as of now in oakland but we'll see what the future brings. and i'll tell you as part of that work, one of the things that concerns me about the

numbers and report and i just got a call yesterday from the shelter reservation, that they could not locate, is the number of people that exit from the shelter wait list and it's currently on page, on slide 19. exit without placement,--[indiscernible] and i don't know that we design the system different. is it the phone works different? they're not returning emails? how do we design the system to be more culturally confident so that that numbers can trend in the direction that we want. it's something that technology and some sort of tie-in will be able to do. but it troubles me in my heart. as of now, the way the system is designed is not serving to

move those numbers in a much more accelerated fashion and i know that's what we all care about. in this room, i just wanted to highlight the room to be more culturally resilient. and i know we're all doing that work. >> thank you. >> any remote callers? >> there are no callers on the queue, chair. >> thank you for the public for making your public comment. and i'll open up it up to our commissioners for questions related to the report. who wants to go first? we have somebody on the queue. commissioner vice chair. >> thank you, very much. actually i did want to pick up on the data on slide 19. which was just referenced in public comment. i had made a request for the data that helped us better

understand the reasons why people are not coming off the shelter. and this is the data that was provided to me in advance. 10 percent were duplicates, 10 percent were not worried about that. however 50 percent had no response in three days. so i think to the public commenter's point that the system is not effectively working for half of the people. we want to make sure that we're getting more people off the list. so i would like to make a decision to talk about what we learned from this new latest system.

i think they're looking for transfer and that i don't know. so i have worked with a number of clients who express concern about safety on a site, because they didn't feel particular with a staff number or another participate. so making sure that we have honoring transfer request. i don't know if that would be good to get information about how many people were moved from already being in a shelter but not happy with a shelter that they were in. it also said that 22 percent of cases were closed that were and 7 percent were removed per the client request so that is fine as well.

the data that you referenced, can you make that accessible. that would be great if we can include those in the meeting minutes, that would be great so people can access those. i, i also wanted to talk about the shelter data on slide 6. the decline of shelter placement. and just wanted to clarify, most often i'm guessing these declines are relate today a-sock operations because there is a broader hot team.

i wanted to clarify is it friem airy h or broader than a-sock data in terms of shelter? >> this is all hot team data. >> okay, all hot team data. makes things are a little tough. i had mentioned when it says client already has shelter placement, that we were interested in maybe being laog at the morning refusal rate versus the afternoon shelter refusal rate because, presumably people may have shelter bed. but in the morning time, you get a little bit more accurate sense of people using the shelter for sleeping. >> that's an interesting notion, i don't know that we track that by time of day with that level of detail but i will talk to our data team and see

if we something that we can provide. >> chair butler, we did have a suggestion about the fact that there is a significant number of people out on the street that are considered having a shelter placement, about a third. and one of the things that we were talking about is was, are there ways that we can better understand what is happening there? again, is it that they're just happen to be a site where h shock resolution is happening because they're visiting somebody or do they have a tent in addition to having a shelter placement because the shelter is not meeting their needs? so getting a little bit more into the ideas of how do we help people that are both considered having a placement and having a tent outside, what that may look like? yeah, so additionally i thought

that would be the case that a quarter were interested in non congregate. there was a huge opportunity for us as we were thinking about investments. i know that the last investments that we made were both in congregate and non congregate, but it may be worth while focusing on non congregate going forward. so those were some shots on the shelter data. i did have question just to clarify the had youed application data that you mentioned.

that entirely the continuum of care funds and others that may have additionally. >> there is a small amount of solution grant which i believe also comes through hud. so that would be on top of it. but c o.c. is the vas majority. >> thank you, i just wanted to clarify when you say there is a certain amount up for renewal. was there anything that was not renewed? >> i'm going to ask my colleagues perhaps grace or salvador. to help answer the question? >> no, there was a change this year. historically, as we say x percentage of projects have to be in tier 2 so that means that they compete nationally.

so 10 percent of all of our renewals had to be in that section where they had to compete nationally. however, during the last several years, we have been able to get all the grants so i feel that there is a very good chance that all of the application that we need will be funded. >> is just wanted to clarify if the total in our budget was 63 past year. >> 6 million this year. >> if we're successful in obtaining all the grants, what would our new hud contribution to the homelessness departments budget be? >> 60 million and we can send you. >> so it would drop by 3? >> no. >> 60 million is actually a modest increase from last year from the c o.c. i think the emergency solutions grant makes up the remainder. >> that's what i wanted to clarify. so when you say modest what is

that modest? >> about 60, does take into account the rent values. >> got it, just to clarify, would there be any new programs or just all money that is going to existing programs? >> so there is 6 million dollars, we have applied, 6 million dollars worth of new programs so we'll see if we are able to get that on top of the renewals that we expect to continue forward. >> and what are the programs that we pitched? >> salvador or grace? >> i want to make sure that i'm accurate so i'm going to pull the chart and i can send it to you. i just want to make sure that it's 100 percent accurate. >> thank you very much. >> there are permanent housing programs. >> i understand the homeless coordinated board did their job of reviewing that and making recommendations and working with department but for the purposes of our understanding, i would like to know what that was.

there was about obligation, whether it be concerns about sexual abuse or the complaint base process. so i'm going to bring that up later in the agenda when we talk about future meeting topics, not necessarily prioritized for december but at some point it would be great to go through the process of describing, i had recently received a complaint of a, individual who was in a sexual relationship with one of the providers staff and there was concern about power dynamic issues there. and i just wanted to make sure that we had clarity about what the process is, what the policies are, to make sure that people had very clear

understanding, we have zero tolerance policy for sexual abuse and to make sure that that policy is our understood by our commissioners and that we have the information to provide commenters and similarly just provide information about when there are complaints about providers and the process for that. and it would be great to v.i know we have annual report but it would be great to have that data discussed more in detail at the time when we have the conversation about the types and natures of complaints received and how they are systematically addressed. to ensure that there is a quality delivered to shelter clients. i think that's all i have for

now. >> thank you, thank you. commissioner guerrero. >> commissioner evans covered like half of my topics. so i'll save some time. i'll go backwards. just to the point that you just raised commissioner evans about the sexual abuse piece and respond to go public comment. i don't believe that policies or solutions some of these larger entities have the capacity to uphold policies or create safety. so just thinking about this, the reality is there needs to be more women shelters that based on what i've experienced, i think almost every single women or gender non conforming person had been a victim including tameon and booten. who passed away because they

didn't want to stay in the shelter where their sexual predator was. there needs to be more women shelters. there were situations when i tried to report and my supervisor said there was nothing that they can do about it and i don't blame them because i think they were dis empowered bit executive teams and organizations. so i think in response to that, i would advocate to the department to just take seriously to have more women and gender non conforming spaces. i know there are some that are pretty great there is not just many. they can, really tried to do things like the right way by maintaining and prioritizing quality of services. i think some of these massive organizations that we keep dumping money into just don't have the capacity to continue

to monitor. it just seems to be hard for people i think to the point of like one of the other comments, it just, it's hard when people have trauma from being out doors or in the system to have the executive function to even just get that information. so i think really making it

easily accessible in these meetings can be helpful because people continue to show up and i think that's amazing. because it shows like the dedication and the desire to engage in their own development and that's how i got here today from my lived experience. and i also would remind smft folks that have been coming out and to answer the question around more transparency around complaints. do attend the shelter monitoring committee meetings and the shelter grievance committee meetings and there are three seitz available for people who have been recipient of services. so please join the shelter grievance committee because we need the seats filled.

that's somewhere that you can go in depth and things like that. but it also makes me think that we can talk more about the shelter committee kind of reporting out in these meetings and providing a little more information with the particular of when that happens. that is something that we plan to do. and, let's see what else? yeah, so and then you know, that's under a shelter so as far as providing more transparency around the housing service part, i'm not sure, maybe you want to speak on that? and then sorry, just want to look at my notes.

oh yeah, with the hotel vouchers being in graced, which is great. what is the length of stay and this based on some of the things that played out on the shelter in place? like is it a temporary stay or is it until people get housed? >> so, thank you for the question, commissioner. it's intend today mirror the family shelter system. so as of right now, we don't have a length of stay limit on familile shelter but as we look at what, sorry let me say, so typically, hotel vouchers have been used urgent accommodation. 14-day stays is when the shelters are full. we need to mirror a shelter but in a hotel setting because our shelters are full. we're going to use hotel vouchers that people are going to have the wrap around service

that's they would out of a hamilton or congregate. >> so it's what the whitcome was during the pandemic? and then services were provided there? >> yes. >> great, wonderful. that's incredible, i think in the last month's presentation with jocelyn, we talked about some of the other things that were drawn from the response of the pandemic, that you know, would have been great to kind of make permanent as far as really wanting to see like us addressing homelessness so i'm really glad that the department is bringing some of those solutions. >> if i may comment on that, we learned a lot from the pandemic, there is some underlining to that terrible time. and one of them was the power of non congregate shelter and we maintained three of our hotels as non congregate and the one family, we maintained

the oasis. these are not operationally, they're not without their challenges, i should from an operation al perspective. so as we think of growing the system and achieving the balance between the desire that we hear from people on the streets that would prefer non congregate shelter and yet the operational of moving people beyond the non congregate shelter into permanent solution is very real and we've seen it play it out in our three congregate shelters now. so there are opportunities to look at different models of non congregate like cabins that have a little bit different from the hotel. there is a lot of nuance but we hear from that desire from the street. >> yeah, i was there when working at a couple of shelters and the embarcadero when people were take not to hotels and i will tell you that people are

very happy. to take a comment. i think the hotels are really before,. and go into--obviously that'ses not something in a much a small density city to accomplish as we have been talking about for a long time. all right, let me move it along here. just want to highlight that. thank you for sharing about the e wrap, i worked a hotline for the services of bar association and i've seen people turn lives

around. what things change to improve that. >> thank you, that is really exciting success i'm going to ask salvador or potentially chris to give us inside about how that happened. >> we'll let chris who has been working on that. >> commissioners thank you very much for having me. i'm chris block the manager of the housing placement team. i think what you're seeing is that, there has been a year ago

we had 14 percent vacancy and we announced 8.4 today. that's been a classic case of continuing to do process improvements. so what you're seeing here, is the last additional process improvement that really helped to lower the amount of time, was what we've been doing a better job in making sure that referrals, open units are referred to as quickly as possible. and that's why we talked about the reduction. so the reduction in time and reduction in length of time for referrals are interrelated. i will say that there is one thing to keep in miepd. --mind. we want to make referrals as quickly as possible. and we want to get the number of units down as effectively as possible and we don't want the number of units to be zero. because everyday or every month or every week, people come into

our system who want to be housed sooner than later. and if you get the number to zero, you don't get a strategic choice on how you place people into housing. and it's true that some people need to get housing faster so we're, we are managing that nuance regularly. we don't have the options out there that we have for housing. >> i'm almost done. that's the first time i heard it articulated that way. it would be great for them to integrate that. i do think that most people look at those numbers of vacancies and considering that and really feel discouraged by those numbers. so i think if there is a way to articulate that and say this is the total number and this is

the number that we're intentionally keeping. >> i just wanted to clarify, when you say, it makes sense that there is people that need to get housed and you want the ability to match them, can you give some examples? >> yes, so sometimes, we for instance, sometimes in a shelter situation, it will be made apparent to us that somebody needs to be housed. you know, ideally we want to house everybody from shelters as quickly as possible. there are different circumstances where somebody is unsafe or unwell in shelter and if we move them to permanent housing, they're better off. so we may do it that case. and sometimes on somebody on the street that is interested in-housing and particular need. we're talking about a small percentage that. >> are we talking about the same folks that are high

accuity that are hitting the system on a regular basis? is this the resolving door problem? sorry is this different set of people? >> probably some overlapping. >> some overlapping. >> i guess, i need a little bit more clarity about what that means, because that the notion of us leaving rooms empty for people, i want to understand the justification. >> i want to be clear we're not intentionally leaving rooms ep tee. we're actively trying to get this number down. as i mentioned it's now down to 105. i think having no flexible to move people or to have the ability to meet people's unique needs, maybe family size maybe a particular need for bathroom because of a medical condition, having a little slack in the system is helpful from an operation al sper respective but we don't have a target or policy of leaving units off line. we're happy with the process

improvement that got us to 105 available units and we really need to focus on 368 units that are off, that offer line and not yet available for rehab.

[ -- ~>> when they reached in deline or not responsive collecting and saying this is item decline or we couldn't get in touch with them. >> yes, and we did provide that data in advance and we can make that available to every one. >> i was just going to build on that briefly just to say, there isn't going to be a change, looks like in leadership in the city government and it's an opportunity to reevaluate what we've been doing and you know, i think when h sock was originally designed, it was designed to have a 30-day ebb gaugement. --engagement. that changed at some point, to 1-hour engagement to meet to

try to assess and meet somebody's needs. so i think this idea of not just shifting people from block to block but rather working with people until that resource would meet their needs is available would be a better approach. >> commissioner dufty, finally. >> thank you. who manages internally. >> done in collaboration with 311 and hsh. >> yeah, that's great. and i am interested in finding out when individuals decline a shelter placement, what shelter it is that they're declining and you know, that's i think going to give us some ideas of congregate settings that maybe need other resources or just

focus and so forth. so i'm interested in that. and has, has 311 have they parsed anything? you know when we started this program, ten years ago, the response from clients was really positive, like they appreciated that somebody was calling them two to three days in advance to help things move smoothly and people felt respected in that process. so i'm just interested in what has changed. and if there are feedback and individual who just moved no that higher role. i think it's something that could help inform us. >> i would like to include it in the report next month, we can have a section on the

shelter wait list and the process and many of the improvements that we made. because it did close during the pandemic and we have reopened it although not all available but the same basic premise where you can say i'll take any available shelter bed. you can select your preferences and then, you're called when the about 50 percent don't respond to the call within 3, the 3 days. and that can be because they reserve their situation no longer needed or it could be because they lost their phone. we don't necessarily know why within that 50 percent. and 12 percent has to be

removed from the list. so it is pretty diverse response. so this 50 percent is a little bit hard to parse. so i can talk to our data time about breaking that down more. >> thank you so much. and the other topic was around young adult families. and i know, i've been interested in having dph come and talk about collaborations with us. i think around issues like mental health and other issues, so i'm hoping that as we look towards the end of the new year, that i would really like to see just the opening of conversation and somebody would be willing to go to dph meeting if that's more prepare for that direction. so we start that.

there are family resource around the city and things of that sort. but i think that family resource centers are an important opportunity to anchor young families who are be aware of what they would be. but just having dcyf come before us and talk about their engagement what are they funding, how can we focus in on these families, that we should be working together. so more to come and in the new year, we'll have some rich conversation around that. okay. moving us along to our next

agenda item which is new business we we'll move along to item number 10. we're happy to have director services salvador and christopher to come and provide presentation on hs agency so we ask that you comment at this time. >> thank you so much. just a time check. how much time do you need? >> about 10 minutes. >> okay, then we'll have public comment and then commissioners. >> yes. >> thank you so much, good morning, salvador, director of

housing at hsh and you have requested more information about the vacancies in permanent supportive housing. so just to get us started, i want to make sure that you have this information that are basically two brackets, when we think about vacancies in permanent housing. so one is units that are 100 percent ready to be occupied and then units that are empty and they are not ready to be occupied. so we want to separate that. those not ready, we call them off line. and they can be ready off line for several reasons we'll talk about that. the inventory of our slide permanent housing, you have over there in this slide, 8623 units. as of today, for today this presentation, there were 720 units vacant those are divided

in the two brackets that i mentioned before. something that we monitor is how many of those units are empty? there are 804 units, there were total of of 368 units that were off line when we put this report together, that's the bracket of the units that need to be fixed. the vacancy rate is at 8.4. in a second i'm also going to show you a graphic that shows a positive trend over the last several months where the vacancy rate has been going down. of that 8.4, 4.3 off line meaning those units are not ready to be occupied. 2.9 this is great change in big reason because of all the work that they've been doing.

2.9 of the units have somebody already in motion moving into those units, it takes time getting the person there besinger getting the person documents et cetera. but 2.9 of the units already have somebody assigned to move into that unit. and then 1.2 are available. that's great, because it's about 1 percent of the units that are ready to be occupied but don't have somebody assigned to the university. as i mentioned before, the trend is very positive when you look at downloading 2023, we have over 11 percent of vacancy. today that has come down to 8.4. the percentage went down as you can see in february 24, we hit about 7 percent. and then you see an increase there so you may ask why the increase? the increase partially was due to the fact that we implemented

a really great system at the department where we now can monitor every single unit. so we can look at every single unit see who is there whether the unit is open or not, whether the unit needs repairs et cetera. implementing the unit gave us better data and i think that's one of the biggest improvements that we have done in our system. so, but next slide, please. until the level of vacancies, we have done an incredible work at the department working with providers to review the level of documentation that they require from people that need to move in.

one example of that is, we have been working to decrease to the documentation that is required for the c o.c. unit. those are the units that are funded bye-bye the federal government and reducing the document that providers require. we implemented, the as i mentioned the the unit level inventory so we can keep better track. we have much more clearer orientation to providers about how they have to deal with units that are out of line. we have implemented and we talked to you about this, several months ago the housing quality monitoring so we have people coming into the units, third party inspecting the units. so that inspections that also helps to have units that are more appealing to potential

residents and the department also created the housing placement team which is focused on getting people helping people navigate to the unit, that's the team that this leads. we can increase salaries for people who work in permanent housing, both property managers and case managers. we updated the outcome objectives, we implemented a program to move people from the streets into some of our buildings. and we have also implemented a policy where we are actually working with people who are housing navigation center to get the documents ready right now. if so, so the moment that they are next in line, they can move into housing real fast. the dedicated plus, i think that we mentioned to you too, that's an agreement that we're work withing hud so there is a level of recommendation that is

required to get a federal subsidy. next slide please. if you see the trend has been very positive, one with the concerns that we have and this is why we're working very hard on the off line components that i mentioned, that's the other. those are units that are not ready are empty but not ready to be occupied. that has increased to about 4 percent of our portfolio, we want to see that number decrease to no more than 3 percent. so, about 2 percent of those units have been open for more than 90 days which is very concerning to my team and i are working hard to get those units back online. 53 percent of those units that are in that 2 percent, needs some repairs, some of them the

repairs are going to be big, so you know, we have a solution for that. then you have the pie chart over there about the units out of line. 53 percent need maintenance, that is a deceiving can be a deceiving label, so we have been working on farther separating units that need rehab because the level of damage that they have is much higher. so that, that is the level that we're doing right now. in internal transfers, that's actually when units provide aside when they're expecting somebody that needs accommodation. medical examiner, hall is when somebody passes away and the medical examiner comes and says keep the unit sealed temporarily until they can

notify a family, et cetera. the automatickly set of line, the way that the system has been set upright now, the unit level inventory is when somebody moves out of a unit, automatically within 3 days, the unit goes to set of line. so we're work withing providers because sometimes they don't go back to tell us exactly what the situation is in na unit. so it seats there, and as you can see we have 19 percent.

so let me give a quick synopsis. one quick is the aoubts are all over portfolio. they are not in one, they're not even in just buildings, they're actually if some of the off line buildings, brand new buildings, that's important for us to communicate with you and they're not sitting only with one providers they're contribute among all different providers. there are 110 units that are going to need some serious repairs because of the level of damage that they have. we experience, with the amount of in permanent housing and that damage that that can create is expensive.

housing providers often when they have to choose between fixing a unit, they focus on a unit that needs, you know, a small amount of repairs. and so that's how we have ended up, with a group of units that have been online for 100 and 200 and even a year. and she have focused on the units that have been off line. and all providers must present a plan to us, by december 16 on how they're going to get these

units back online. so the letter that went out is very clear. by december 16th, they unit must be back online to be ready to occupy or present a plan, the plan has to be very specific. what the water is naoetded. how much money it's going to cost and a time line for when the unit is going to be back. hsh has been able to find some funds that he we have for capitol improvements and we are making funds available. i think that this is a huge incentive for providers to get these units back online. we are, the letter was very clear that they can ask for up to 10,000 to fix the unit and get a back online. we have set aside, 700,000 and it's first come first serve so this is to create urgency in this organizations that in this partner organization to get the

units back online. again, we also separating as i mentioned before, the units are need higher level of rehab so we can focus on that. the decrease is that we have changed our policy, so an organization cannot put a unit on hold for a transfer for more than 30 days. so that, that is a change before they were sometimes keeping a unit on hold for a transfer for up to 90 days or more that is not going to, that is not going to happen moving forward. so next slide please. our goal is to get to the point that, no more than 3 percent of the portfolio is off line. we are going to separate the units that need big rehab so we know what we're dealing with

and also know the plan to fix the unit. we will limit the length of time that the unit can be off line and we're improving the quality, as i said, implemented the level inventory which now we can see exactly what is happening with the unit. and if an organization ever has 4 percent or more units off line, that will trigger an immediate site visit from one of or project manager they will take pick fuzer --picture and make a plan to bring it back online. and this is my final slide, once again, the goal is that the entire portfolio, no more than 7 percent of the unit should be open. that's including the units out of line. i will reiterate what think colleague emily said, we do not want to have a single unit

open, we want every occupy, that is our goal. all you see is that it's going to be minister, so there is going to be unified open. but we don't have a number--we want to have every unit occupied. i want to be clear about tha. again, by december 16th, no profit will bring to us all of these units have to be back online or they have to present a plan specifically for that unit. with the amount of money that they're going to need to bring it back online. those units that are in need of major rehab, we are providing our housing providers up until march 31 to fix the unit. so even for that, we have a deadline. even for the units that have major damage they have to be back online by march 31.

and that concludes my presentation. >> thank you, very concise, clear conversation. so we have a lot of conversation around this topic. i want to open to the public, if you can raise your hand so i can get a sense. we have two on this particular item. anyone in the public on this particular item. i see one person who has raised their hand to make a public comment on this item, okay. all right. >> speaker: hello commissioner i'm the deputy director for tenderloin, praoefp the presentation and the challenges and i just wanted to add to that and provide additional information. we are definitely focused and want to and know that there is a need to bring the units online.

we also have a limited number of maintenance workers and january foeser at least--for us, at least for us, we have a full maintenance worker, we know of other buildings that don't have maintenance worker. those are responsible for the turnover and while we want valley and want to get the units back online, we want to make sure that the units are in great condition when we bring them back online. but don't want to compromise the quality so it's very important if there is emergencies we need to address those first. if there are worker orders and tenant units we have a goal to do that within a number of days for the tenants so there is always competing priorities that we need to think about. we have also just over the years, seen an increase in the unit damage that we're seeing. you know, we have, and as we're seeing a change in tenant,

accuity, we have not increased the number of janitor but what we're seeing in units is a lot different than what we've seen in the past years. actually have to go in and turnover a unit. also the number of work orders that we're seeing is a lot more that we've seen in the past so. there is a lot more work that on our janitors workers so just important to note that. and just wanted to make sure i shared that. >> thank you for that context. we can have a conversation with you as well and we can talk about some of that. i do want to make sure that we commissioners and including myself we have an opportunity to go to these sites to talk with some of the site managers to get some more clarification, thank you for that clarification. i'm going to open up to commissioners, i see there is commissioner guerrero is first and then commissioner evans and

then dufty. before that, any remote callers? >> no remote callers. >> yeah, incredibly responsive. i know these are things that i brought up in the meetings since i joined the commission. because i was in the hotel and saw some of the construction issues. so thank you so much, just incredible work, it's clear that you've worked hard and your report is incredibly comprehensive and clear. the report is easily understood, so i appreciate that. thank you for your work and your incrediblpoone of the thin would like to request in response to public comment as well, separating out the language, the data points around maintenance and construction which i know you talked about, but i do think that we should separate those

because, as stated in public comment. a lot of these issues are systemic, they're things that maintenance can't address, so you can have a maintenance worker and as stated one per building who can come in and replace the drywall but the mold is going to come back in three months. that's a different issue than saying these units are off site because the entire plumbing system is 100 years old, maybe there is lead, on going mold issues. so there is more systemic issues and the reason i say this is because, you know, in the political landscape goating, providers is a huge issue and in order to be good providers we have to protect that narrative and not put this entirely on them especially when i mentioned earlier about policy not really being able to uphold some of the safety concerns whether it's around physical health or abuse things

like that. just because they can't maintain employees because it's such a high impact job. so yeah, i mean, i've seen situations where they just can't keep construction workers because what they're dealing is so intense, they hire contractors who then, kind of are over it and they don't want to do it anymore. so i think i really appreciate the report. this is one thing that i would say, if we can separate maintenance from construction, it will give us more talking points and narratives because we'll have to come with a whole different approach which i know you're already working on for the construction issue. but i do think that's a separate conversation then to hold them accountable to their maintenance request. so yes, thinking about the two issues. i'm really impressed by the systems that you've responded and how thorough and affective they sound to me. so one more point, so you

mentioned something about the improved housing quality and in the future if we can get a report out about how that is going and what information is coming out of that. but i think that's a good way of providing the transparency around the work that you're doing for the public and commission. even as the providers mentioned that's really important to providers and us that the quality of housing is of a high caliber. and the resent vacant number was at 66, just if we can get more data around that as well. just reasons for recently vacated. thank you, commissioner evans. >> thank you very much, i really was looking forward to

this presentation for a couple of months now, and i really glad to have the trans parnt see to the work that already been done to address vacancies. i just wanted to clarify in terms of the dollar amounts, can you give me a sense, was that kind of discusses with providers that would meet the needs for these units? or possibly that you'll get feedback by december 16th that is inadequate? >> so couple of points here, thank you for that, that's a very good question.

so the 10,000 we think that is another issue of hopefully it will not be more than that. so if the unit is biger, if it's a two or three bedroom, the amount can go up to 20,000. >> okay, i do think we heard that there was a long term systemic problem of increasing level of accuity and damage and facility need where as the staffing and allocation in the contracts had remained flat, can you confirm the correct narrative and how we want to

address that gap? >> so we can have a racial of one case manager to residents, that was implemented and we also increased salaries for property management including people who do repairs of this unit. so it has not been flat. so all can say we have a client that needs high level of services and dph will send services to that to support

that client. so there is an improvement is there more to do? absolutely. so we're working on that and yeah. >> when we asked the question about need and janitorial support you said the budget hadn't stayed the same but it didn't seem like you were indicating there was also like a higher level of additional resources in terms of new positions. and stayed million and then we made other funds available into different buildings. and you're going to hear about

that in a minute some of the contracts that are going out to fix elevators. i do think that there is a very intentional funding going on to increase the quality of housing. >> okay, so i appreciate that. and smraid construction work that needed to be done by doing this off grants but then fast forward a year or two later, we're going to be nat same situation if we're not addressing a gap between the increased need for the services versus what we provided.

first come first serve is really intended to get to address this backlog right, this nearly 360 units off line. let's get these units back online. that's why we were out there for a site visit we're shortening the time that they can be off line. but we have a need increased level of accuity and limited resources. so how we allocate the resources both on the service side and property management including rehab and maintenance is part of this on going challenge, i got off a call with cities from all over the state, exact same challenge. we're seeing an increase in accuity of our tenants as they

get older as situations on the street change, but we, as a country, and as a state and city, have not had the necessarily the same increase in the service level as possible. we have increased services as salvador said, this is something that we need to look at and do we need to create another model, that's part of that on going discussion. >> and thank you, i think, you know this is on going dialogue and on going discussion. and i do get the sense that there is a sub population of higher accuity that we need to address more effectively whether it be our shelter system or housing. and i look forward to those conversations. and thank you again for this presentation. >> absolutely. >> thank you. >> thank you. >> one more commissioner. two more. >> not too fast.

>> i wanted to invite tabitha to come forward again. i wanted to, yeah. sorry. so i want to follow-up on your public comment and give you an opportunity to say a bit more. so things i'm interested in is your take on what would you and some of the providers network like to see in terms of these maintenance challenges? so why don't we start there? >> i welcome the commissioners to come and see the decision. and we're going to come out and see the units. i think all of our staff said great, please come, we want you to see what the challenges are and what we're facing. i definitely think there is a

need to have some more maintenance to increase the need in the work that is happening. frequently, our janitors, the janitors are part of the turnover process, they clear the units out and get the units ready wax the floors and all that. so they're part of the process. because they're trying to keep up with what is happening in the building. we go into units at this point when we do a turnover and they're full of stuff. we are clearing entire units so we can start to do the maintenance work. there are holes throughout the walls, the sink is damaged, the floor is damaged so we're completely guting the unit and starting over. so it takes more time than it

used to take and it takes a lot more work. even if we use vendors, we can use external vendors but they're backed up and they have units and that takes time. having scheduled to do the work that takes time as well and then sometimes, before we even get to the point where we can do the turnover, there may be pest control issues, you got 3 to 4 weeks before treating the unit. that has been a real challenge in terms of getting the units off the corner hold so we can even start the unit turnover and our managers are calling weekly for getting updates, can we have the unit back. can we have the unit back. that may be something that we can get assistance with to push those units forward. but i think often we need more

teams dedicated to be able to do this work and not just the services side, yeah, we totally appreciate that there's been an investment in the support services but that is not changing the work that the maintenance workers and the janitors are doing. and the capitol improvement funds, also, great, but that doesn't, they don't do. the capitol improvement funds are not addressing the work orders, are not going into the tenant's units, they're doing things to improve the buildings overall, adding a kitchen, fixing the laundry room, replacing the floor in the lobby, repainlting the hallways, remodeling bathroom that has been been remodeled in years. >> and what sort of orientations take place before somebody moves into the unit? what expectations are in both directions? does that hatch? >> i don't know what happens prethem coming to our

organizations, i know that our support services team is part of the intake process, they meet with the clients before they even do their lease signing, do a needs assessment, they're talking about what their needs are and resource sxz what they're what the expectations are in setting up a care plan with them. >> talking about rent and caring for the unit. we're not there yet. >> thank you, i do want to say that we made some efforts to sit down with the medical examiner office and it didn't happen. and so, in this period right now, i'm going to take another run at that and see how we can do to improve that as well. thank you so much. >> yeah, absolutely. >> and i guess the only other comment i want to offer to emily, is an agency i've gone

and visited a few times is pathways to housing d.a., and they do a lot of scatter site, but they have roving teams so part of it is that they want to keep their landlords happy. so repairs are done by this roving team and they will go out if somebody flushed their sneaker down the toilet, somebody will go out and the property owner themselves is not forced to deal with it. and i do feel that, that you know in this commission, it's interesting we really haven't had hotel owners come here. but you know, i have certainly heard their experiences, you know with folks that clearly need help and it's a very, it's a very difficult situation as to how things have evolved but i think pathways may offer some ideas and they've been very interested in you know, partnering and helping us in san francisco. so thank you. >> fidelity of the model in

their approach. >> yes, thank you. thank you, thank you mr. president. >> thank you all. i mean this is on going conversation that we're going to have and certainly interested in visiting sites to get real data on on what is really is happening. so i encourage the commissioners to do that. i do want to question in terms of the this plan and the timetable, what are the consequences of someone not submitting in time. have you thought about that? >> yeah. i mean the department can issue a letter to the organization that this is not in compliance. you know, you know, i mean, our goal is to work in cooperation way with our partners. so hopefully we will not get

there. >> hopefully, but i hope there is some consequence, we want do make sure that people are--[indiscernible]. >> yes absolutely. >> thank you. >> and the letter that was sent out was that there will be consequences. we understand the challenges so we want to cooperational but at the same time accountability is super important for us, so you know, that's why we want to have people actually get out to the buildings if it is, if they are not going and taking pictures and making sure that we have a plan and working together to get to our goal. >> thank you, thank you, moving along--okay. >> yes, i just wanted to say as somebody who directed the opening of a shelter, i really would have wished that we could have had some government employee maintenance workers,

available or security workers as well so we have focused on our staff and services that we are providing. i just want to say because i'm hearing a need for more fte to have towards maintenance workers and janitors. i just have to say it out loud, really specifically. >> thank you. moving to our #sing agenda item, number 11. thank you commissioner and commissioner deputy for providing presentation, just that they received a email and reached out to deputy director cohen and she has given us a draft hoping that we can

approve. >> again, emily cohen, i have a very short presentation and i want to give the commissioner a little context. so in 2023, the civil grant jury issued a report contracting for better outcomes in homeless services. and this is one of their many investigations and looks into homelessness. and with any civil grand jury report, they come out with the a set of recommendations, set of findings and recommendations. and thed related department controllers office are responsible for providing responses they either agree or disagree with the findings.

o so when they issue their report, they agreed with the overall theme and tone of findings w and recommendations, really the report reflected a lot of our ambitions and a lost things that we intended to do within the department and are contracting procedures. so we were not surprised, it was not a got cha type of report and we went before the board of supervisors and for the hearing, the typically follows the civil grand jury and reported out on each of our agreement with the general recommendations and findings in that. and each year, following the issuance of the civil grant jury report, the related department so in this case, hsh is responsible on providing an update on to where we are and i think there is two or three left because we checked so many off to-do list.

so we the department got our list earlier this fall. and we submitted our responses by november first in collaboration with the mayor's office. and we were one of the, we had two left one was in completed and one in process, so we're pleased to be able to report that. what we were unaware is that the commission was also named as a responsive party report. so there are two questions or two recommendations. that the civil jury made that the commission is responsible for responding to. so chair butter reached out and he received the request and i walked him what hsh response would be and issued some guidance that is before you all today to consider as response to the civil grant jury. so that is the background. and as i mentioned before, we were largely in agreement with the recommendations of the

original report. in terms of recommendation 1.1 this is one of the two outstanding questions for the commission. it the recommendation is hsh should develop a set of outcomes link to the plan that should be applied across all agreements and by agreement i mean contracts and grants. and i would definitely say that this is in process. and frankly largely completed. so hsh has developed a development plan by home by the bay that includes metrics for program reporting and a process for reflecting all of these monitoring metrics in our agreements. the only place of this that are still in process is that we're not going to open up all however hundreds of agreements to change the performance

metrics but rather that we're updating on a rolling basis as the contracts come up for renewal or extension or new contracts with being entered into. so the ob come object to reflect the measurement plan is a substantial undertake anding will take place over the next few years as part of the department's multi-year procurement process which is our plan to repro cure services across the department. and due to the very nature of our programs and the mix funding streams associated with the requirement, there are different durations and different outcome objectives that we need to tie back to funding source so that could be a bit of a challenge but for the most part, we're in agreement with this and we're in process of implementing it. recommendation 1.2, is a

recommendation to include measures in all agreements to track outcomes for the home by the bay plan as related to the specific sub populations come called out in home by the bay. and hsh has completed this recommendation. under the oversight of the commission, hsh includes requirement in all of our agreement to see hold providers accountable to tracking client level data in the department centralized system, the one system, this database is a is a tool that allows to trace outcome referenced in the home by the bay plan. the home bit bay plan references the city will develop strategies and track outcomes related to 11 key sub populations including, veterans, youth, families, people who are justice involved, people with behavioral healthcare needs, transgender and gender non

conforming people, defend ofers violence, people with disability and adults and immigrant communities. our performance measurement plan related to home by the bay will inform the measures that were tract related to these groups and broadly speaking this goal to ensure that we have sub population identifiable within the one system and it can be analyzed at that level is completed with some nuance around new immigrants. as a sanctuary city, we collect very little databout immigration and we would like to keep it that way and that is the part of that recommendation that we will not be implementing to the full affect. >> thank you. >> thank you. >> membersed of the public who wish to wish make public comment on this agenda item please do so at this time.

>> seeing none. >> there is a caller in the queue. >> >> speaker: [indiscernible] >> caller we cannot hear you, can you speak louder? caller, we're not able to here you, are you able to call back? >> speaker: [insis certainable] [indiscernible] >> thank you take us off speaker, we may be able to hear you better. caller, we cannot hear you, can you take us off speaker, so we can hear you.

>> speaker: [indiscernible] >> thank you. okay, i want to open to commissioner for any questions or comments that you may have. >> thank you, i had the opportunity to speak with deputy director cohen in advance of the meeting and got my questions answered with the timeline. because obviously would have loved to have a meaningful engagement around forming these answers and talking about what was in the report from the civil grand jury, understand that there is a deadline that we're up against here that this has to be addressed today.

but i'm just going to make a request that we honor the work that the civil grand jury did and then ensure that we're incorporating specifically outcomes in the performance track thating we're putting into contracts. i made the point that home bit bay strategic plan that was adopted prior to this body being seated was not ever really discussed for tweaking, so we never gave our input to that plan in the first place. and then, you know, as recently as a month or two, the mayor decided to change the metrics in the plan itself and so there was, kind of a plan, the plan was morphing and changing wnt amount of time. and we were not able to discuss the proposed changes that the mayor was saying she would like to see in the strategic plan.

i just wanted to make sure that instead of, you know, just i wanted to acknowledge that there was a time constraint around what the grand jury had requested. and i do request that before the end of the fiscal year that we do have that conversation around the metrics as they're implementing this work. >> thank you, commissioner. there definitely was a time line and i did consult our attorney who said most times the comments are similar to what the department will present as well but i'm certainly willing to open up for conversations at a later meeting. is there a motion on the table? >> yes. yeah, i, yeah i do have a comment.

yes, so i yeah very short notice but i would say that, you know, if this is snag is --something that is going to require more reporting, i would like to give them a voice nat way that to help them do that most successfully. i'm not seeing it as a bad thing but more so as a similar to what i said before, when there is consequences for even what the maintenance and housing stuff, it's like what we want the consequence is getting more support. because we don't want to create a narrative where we're setting providers up to be under resourced and then fully responsible when it's like who else is going to provide these services? and that's what is happening in the political landscape. in order to be good partners to the providers, we have to include them and say what is a realistic way that we can respond to this? that's not going to overburden

them or kind of allow to be scapegoat on a political landscape. i want to put that forward as we move forward as commissioner evans said with our later discussion to really make sure that we contact and provide people to show up and give input to do that successfully. did i get that right? >> uh-huh. >> again, short timeline we'll have an opportunity to have a larger discussion about this. but there are some repercussions if we don't submit at time. >> i'll make a motion that we approve the language that was drafted for submission and reply to the controller's request. >> thank you, there is a motion it's been secondeded.

>> chair butler. >> aye. >> vice chair evans. >> aye. >> commissioner dufty. >> aye. >> commissioner guerrero. >> aye. >> item 11 is approved. >> we move to item number 12, we have three items on the consent calendar. there is been a request that reremove number 2, as a custom all matters on this item on the consent are considered to be are you teen by the homeless commission and will be acted on a single roll call vote and entertain a motion to approve the items 1 and 3 if anybody has item to move. let me know if not we can move on to our votes of 1 and 3. >> so i make a motion we move forward with positive recommendation of 11 and 3.

>> second. >> and before we actually take the vote, i want to open up to members of the public who wish to make comments around 1 and 3 on item number 12. >> chair. >> aye. >> commissioner dufty. >> aye. >> commissioner guerrero. >> items 1 and 3 are approved. >> okay, and vice chair evans, please you may have this. >> yeah, so this is a contract for renewal for msc south. this site was opened originally in 1989, there is some planned improvements to the site that are forthcoming that are interested to hear a little bit more about. additionally this extends the

contract to 2028. and so since that is pretty big extension, i wanted to just make sure that we were having a conversation about performance metrics and ensuring that they were incorporated in this contract and so on. so i submitted some advanced questions. one of the questions that i asked was what was the typical length of stay? some interesting data came back that for the fiscal year 2023-2024, that 58 percent of stays were less than 30 days. and so that was quite eye opening for me and sits with the concern that i've heard articulated that our shelters especially our largest congregate shelters are not adequately meeting people's needs and it really does behoove us to dig deeper into

whether or not the system of shelter that we established in the 80s is still relevant and appropriate for today. i also took note that 6 percent of people had been there for more than 181 days of and that 2 percent had been there for more than a year. so we wanted to make sure that we are identifying people are in the situations and understanding having challenges and engaging those individuals.

and getting them connected for those individuals. i want to recognize the content of covid and emptying out the shelters and then having extremely high staff turnover, as a result. we had one of the largest covid outcomes at the site. and thsuat was really concernin and alarming at the time in 2021 when it occur, or early 2021, but it was a frightening time. and i just want to acknowledge that we're still, you know coming out of that, period of time and we have circumstances

where we have as i said staff turnover that is on going and challenging. and just really making sure that that site is stabilizing and they've already had to deal with reinflation and adding more people that means stacking, you know, besides closer to each other more people being programmed into a limited space. and i just wanted to acknowledge with all of those challenges and recognizing that we have now resources that have become available. i know there is a prohib prohibition to using dollars to address previously provided services but at the same time, there may be needs that the public needs to be aware that

do need resources and that may be looking at the site in particular and understanding what is it that we're trying to accomplish with this site? i think when commissioner guerrero you brought up the h sock data when people were refusion the shelter offer that they received. in my experience, very frequently, the offer that is being made is bed at msc south. so a lot of times that could be an upper bunk that is not suitable for the person that will not accept ab upper bunk or a couple that wants to stay together but they can't be accommodated together at the site. so i think it's important to allocate how we're allocating our precious resources and ensuring that they're being put to resources that are going to create solutions.

so when we have a situation where 58 percent of the clients are staying less than 30 days, that that healthy, right? >> thank you, commissioner and i will ask our program manager and help me respond to some of our questions. but first i want to note, sort of couple of things based on your questions and comments. this site had a 90 percent client satisfaction rate, that speaks to the experience of the clients staying at msc.

starting with overview of the renovation that is going to be happening just to get some additional details there. so that rehab is going to start, it's been pushed out to january mid-january of 2025. there is going to be a quite a

few components to the rehab including remodeling the men's bathroom on the second floor, remodeling the both women's and men's bathroom on the first floor. all of those restrooms will be made to meet ada requirement which is very critical. we're also going to be a substantial rehab on the kitchen which is in the basement of the site so that will be fully remodeled, new kitchen equipment will be added to the site. msc is one of the few shelter sites where the providers prepares the meals at the site so it will be great to have a remodeled kitchen. and there is going going to be additional work that is done on the staff's office so those will go off line for these rehab period. in total, the rehab will be about 14 months so it will be kind of a timely, quite

extensive rehab project. just, on your kind of larger point about how we're ensuring kind of performance at the site, how we're ensuring that folks are staying at the shelter not exiting so quickly and how we're ensuring that they're exiting to positive exits. so i'll no*et a few things, two years ago, we did similar to how salvador was mentioning on the phc site. we had a similar process on the shelter side where we added case management staff to msc's budget previously, and msc didn't have any case managers at the site they were not funded for that. so it's been a big swift over the last two years. we've been working closely with them to higher up staffing and ensuring that really working

with clients to one get people assessed to entry to really work with hrs clients to collect vital documents and get them into housing. in terms of performance, that's one thing that they changed. last year, we did not have any specific objectives related to case management and services explicitly. so we did add two new objectives. i'll just call out right here, one related to getting people assessed for coordinate entry within a week and another for collecting vital documents for clients. so we're going to be work withing paul to ensure that, you know in the future they're really, helping people get exited to housing. >> thank you, i appreciate that. so in the case of where you're helping people get hrs, the

documents that for those housing referral status that will be going into permanent housing, that would not be for the majority of guest that would not be is that right? >> that's right. so for other folks, we wanted to ensure that they get connected. so there is the majority of folks are not housing referral status. >> right. so what are the percentage people now in the one system that are staying at msc south? >> so we did changeover to the one system, so it's 1100 percent are in the one system. >> so everybody is being, your goal of setting one week to entry in for in take that people are receiving that service of being placed into the one system that has happening already? >> yes, during intake. every client is put in the one system. >> i see, okay. >> i mean i was just, saying to

your point on the previous presentation, that i was just requesting more data around that because exactly these questions it would be easier to have more clarity on going reports specifically on that the number that you just brought up which was, the h--data. >> i think it was 25 percent of people that didn't want, they wanted i non congregate option, right? is that what you're talking about? >> okay, i have to go back on my notes. >> yeah, i think there were about 30 plus percent that already had a placement, 35 percent i believe it was. and there was 25 percent that wanted a non congregate so that's more than half that the hsock process is not meeting

their needs. >> i guess something that we're getting information when they did a provider reason. >> with the home, no not necessarily. >> yeah. >> in fact, just to be clear, h sock is managed by hsh. >> so it is our da taxer it is our department data? that's helpful. so i think your request was to then follow through with those people that had a shelter placement why were they out there? >> to get the why when you have an intake, basically yeah. >> does that make sense? >> i'm not sure. we can look as part of the p m.p. because obviously the goal, again this is a significant chunk of cash that we're allocated, i assume a building

that is owned by the provider. >> city owned. >> city owned and it's been city managed by since 1989, but this provide is contracted also since 1989 providing the service. so it's just asking the question, is this, you know, this is what we thought was a solution in 1989, is it still meaningful solution? or is it, you know, not in affective use of resources. >> absolutely commissioner and always important to look when you're talking about a 60 million dollars grant. msc south is an important part of our system of care. we are not in the position, as we expand we have tried a lot of new models, we've tried navigation and now we've done some hotels, we're looking at

cabins, we can continue to evolve the model. and at the same time, we need every single bed that we can get and msc does provide a substantial number of beds to our system of care and it is full, you know. people are not voting with their feet necessarily, it's not like there is, it meets the needs of many of our clients and it does not meet the needs of every one for sure. so i think this gets to a larger question when we're talking about housing, as well, the importance of diversity in our system because our clientele is so diverse and unique needs and different perspectives interests in terms of the services provided. we have folks who love it and who will stay, we want folks to move on to housing. but at the same time, we have, we shouldn't get rid of all the

congregate shelter but it's about making what we have work well and continue to go offer a variety of things so people can fit where they fit in our system. >> and do you think it's possible to get the data about the, people that had been there for less than 30 days? >> not immediately but i can provide that to you as a follow-up. >> that would be great. >> okay. >> do you want me to go? >> i'm trying to wrap it up. >> last comment, i mean and to provide more info, because i directed a shelter before, just, like examples right, it's like, you know, navigations are more long term so if somebody gets more doses or chased around with full wine bottles with somebody hitting me over the head and trying to bite all

the paramedics, you know what i mean, maybe the next day they're feeling bert but now they lost their placement so they can add least go and find a bed to sleep in that night. but i think that's where the diversity of services just as an example even though it's not an ideal one. and in these case from what i hear are things that i would like to see in every shelter, but i do think that fewer but some that make sense to me, i just want to affirm that. yeah. >> thank you for that. okay. let's take a vote if there is a motion on the table. >> move approval. >> there is a move to approve item number 2 agenda item 12 in the consent calendar, any second? >> chair butler. >> we have to have a second. >> second. >> sorry.

>> thank you. >> chair butler. >> aye. >> vice chair. >> aye. >> commissioner definite tee. >> aye. >> commissioner guerrero. >> aye. >> 12.2 is approved. >> commissioner this moves us along to item 13 a through d, we have several action items so we would like to invite our hsh staff to come and make a presentation and wish of the commissioners, would you like all the presentations at once or each individual presentation? how do you? what is the pleasure of the commission. >> it will be fine to combine them? >> thank you, i actually agree with that. if you can xlien the presentation sxz then we'll have public comment and commissioners will respond and then we'll take a vote. thank you.

my name is elizabeth houston i'm the manager at hsh and i'm here to present four new grant agreements with for approval with tenderloin housing clinics for elevator renovation and retairz at the master lease sites. a grant agreement with for the may fair hotel in the amount of 331 and in the agreement. and an agreement for the pier hotel and then an agreement for the crown hotel in the amount of 578,152. these four grant agreements are a part of series of on going effort that hsh is making across our supporting portfolio

as salvador references earlier in his presentation. this is funding that was included in hsh's budget to support modernization and repairs of elevators at older buildings. the goal of this program is to address necessary major repai,z modernization of the elevators and other upgrades that affect the health and safety of residents providing and improve the quality of their experience and accessibility of psh. as part of these grant agreements, the grantee will project manage and relevant additional work required to support that elevator modernization and repair which

may include safety upgrades and other upgrades to comply with all applicable building code and legal requirements. within 30 days following the agreement commencement, the grantees are required to submit a project plan that details the start date and projected completion date and within 90 days, they need to submit both in executed lease master lease amendmented indicating the reduction and representative over the term of that lease that represents the owner contribution to this project. and separately, are required to submit for hsh review and approval a communication plan that details how they will engage with residents about the planned elevator, where their communication plan tenant complaint procedures and if relevant a temporary relocation

plan and accessibility process during the elevator projects. i, i'm available for questions if needed and respectfully request your approval of these four grant agreements. >> thank you so much. any public comment on these items? no public comment, any remote callers? >> no callers on the queue. >> okay, commissioner guerrero. >> i just want to say, yes to reparing elevators. a round of applause. [applause] >> yes. any other comments? around repairing elevators? >> yes, i do. thank you so much. so i understand that these are the first couple that are coming to us, but this is part of a larger effort and that the

way that the sites were selected had to meet a set of criteria that were that restrictive, can you just go tlut criteria for our knowledge again? >> yes, so these projects were selected through a notice of funding availability that was released last spring. the criteria, i don't have the notice in front of me and we can send a copy of that to all of you guys for the reference. but the criteria, that note specifically was for buildings existing permanent housing buildings that were master lease by a nonprofit agency to service the hsh target population and the buildings needed to be older, sro master lease buildings. and and the owner needed to

contribute as part of the requirement. >> got it. >> so there might have been some projects that we wanted to do but the owner was not willing to commit? >> it's possible but we received a good fair number of responses and i think are addressing most of the, there were i think there were 38 eligible master lease sites could have submitted request. some may have participated in the earlier round that the mayor did in 2018 or so. and, you know, we received 14 project requests and were able to fund all 14 of them. >> okay, and so, so when there was some current criteria that had to be met including a willingness from the owner and then the provider had to put

them forward, so from transparency stand point for psh residents, if their building was not selected or included, basically it may have been because of one of these reasons? >> i think there are many reasons that go into a factor whether a provider submits a response to any funding opportunity that is available. so i don't want to speculate on the reasons. i think we did in the august director's report, we provide a overview of the responses and funding note fick a--notifications and page that were being funded in partnership with the mayor's office of housing. so we can perhaps in the next couple of months provide an update and share a full list of

all the buildings. >> super, so just to clarify from the stand point of the residents, that might be in a building that are not going to be approved today, but they think that they're building should be considered. how is the best way for them to communicate that? >> i think that the so every pha has site, and have discussion buzz that. we do get the results from providers and that would be an opportunity for them to identify specific need. and i think we, we also regularly have been having because of all the various psh quality and capitol and other capital improve funding, we've

been having discussioned around capitol needs with our provider partners regularly and continue to have the discussions around elevator needs. >> okay and sorry, can i say one more thing. there are some additional agreements that will be coming to the hospital approval in january and february. >> no i specifically was asked by residents about their hotel and it was not, put forward as a nominated site by their provider. and so i don't know the specifics of that particular site but i wanted to make sure that they had a next-step that they can take because in this case, it sounds like the elevator is regularly down. so it often happens, if it's on a friday where it will be non functional for the whole weekend that it's relying on the guy, the one guy to come out to repair. sounds like there is issues

related to the, the gate not being fully closed if it's down at the lower level and it gets stuck on the first level, that there is a need to call somebody on staff to go close it to go back up, these are things really to old elevators that make it, like a perpetual problem and these are for residents that may have disability and live on higher floors like four and six and above floors. i want to make sure that we give people trans panter see about how to improve their personal living situations which, quite frankly if i had to you know, adjust around that elevator schedule, i would find that per petually--per respecting, because i would would be allowing for more time because of not going that.

so, i'm supportive of these contracts. moving forward, i know did we already take public comment? >> no, so i will listen for public comment. >> members of the public who wish to make comment on these items? >> no comment. >> remote callers. >> no. >> commissioner guerrero? >> how about we take five minutes on recess and then >> thank you so much, we would like to move forward on our agenda so i would like to entertain a motion to approve where are we? agenda item number 13. >> i so moved. >> we need public comment.

>> yes, we didn't have public comment. i asked there were no membersed who were. >> and these are items. >> this is 13 a through 13d. >> great, that's my motion. >> second. >> it's been motioned and properly seconded. we're ready for the roll call. >> chair butler. >> aye. >> vice chair evans. >> aye. >> commissioner guerrero. >> aye. >> commissioner dufty. >> aye. >> motion passed. >> so glad, we're going to improve these elevators. >> whoo-hoo. >> okay, let's move on to our general public comment. so this is for items that are don't appear on our agenda that members of the public would like to comment on and so each person will have about 3 minutes to make comments. thank you. >> speaker: hi i'm susan sutter home i'm a legacy senior tenant of the gra na at that hotel. i'm here to convince you to

make us a step up senior housing project perhaps with some ab stinence, the best you can go through on the qualities. we've been going through renovation for three years and it's been inconvenient but it's going to be worth it. a building that already had a lot of charm is going to have 213 units renovated, repainted, beautiful. when i first moved in 15 years ago, it was a little run down. now the elevators work, and the contract according to the for man is going to be over the 31 of december, it's been extended i believe in the past. so presumably, about 135 people

will be moving in to the building this winter and spring. right now we have about 75 tenants, it's interesting to me that 30 percent of us, i'm sorry, about 30 of us are legacy tenants from hundreds of people lived in the building. we're all from my conversations, and i believe from these conditions low income, medical eligible. we have sharp physically very frail people in their 90s, we have a vietnam vet and other vets who moved in around covid who are younger. i'm one of the youngest of the legacy tenants, i have watched

my neighbors become more and more frail mentally and physically over more than a decade. so since 70 percent of us including the new residents, are seniors, i think it's really and we are frail, and appropriate--is that my three minutes? >> you have 30 seconds. >> and also we need people who have demonstrated ability to respect properties, step up. because it's going to be so beautiful when it's done and so expensive to repair. >> thank you. >> thank you so much. >> any information about who we're targeting from that site? >> so the gra nada is a partner

between hsh it was one of our first home key projects. it's a restricted use to permanent supportive housing for currently homeless adults. >> thank you. >> speaker: good afternoon, i'm lauren hall i'm co-chair of hspn and i just wanted to kind of make a plea given the sort of new leadership, i will not talk about the federal level, that's too much too soon but in terms of perhaps with the mayor and then also with the board of supervisors, i feel like we really have an opportunity to be honest about what is happening in the homeless response system and part of that is not just nonprofit accountability. we were trying to figure out how to use the 2.5 cost of

doing business. and when i think about the discussion that we often have, it's either the city is doing wrong or the nonprofits are doing wrong. how can we use with the housing authority to talk about what is happening. i feel there is a crisis of sustainability and the city has made millions of dollars over the last 30 years, and to think about that there are many sites that are crumbling and longer to be sustained, i'm thinking about now if there are properties that i can no longer operate given the deficit that i see on my contract. and i feel like the confidencer gets to a service level that there is a believe that we're over investing when the system is severely under funded and hsh has done incredible work

doing one-time fixes we've been asking for our sustained change speaking for myself and our contracts and the mayor's office has not supported that and i think this feels like an opportunity to right size that conversation and have a real discussion. i just wanted to make the plea to join us with na and to do what you can to make sure that provide a voice is at the table, we are game for accountability opportunities. my units are vacant or under repair because i don't have the money to fix them. so i'm always trying to fix the units that are easy with how to operate the organization that are based on a significant lack of resources. so i just want to really implore that we use partnership and we take this opportunity to educate the new moemz of the board of supervisors if there is a new mayor that we really step in. there f there is a new mayor

that thinks about a lot issue, there is been a lot of talk about the nonprofit are at the root of the challenge. and i really really i mplore you, y'all need us, the system will crumble if you don't have us. that's all i've got. >> thank you so much. >> hello, i don't speak for the committee but i do want to share a few of my concerns in terms of the quality of life of people that are inside of our shelters. and the entire portfolio number 1, access to meals which is something that we've been having a wide range discussion about. number 2, in my own work with youth, there are works in oakland at our transitional program in tiny villages access

to laundry and lastly which some people may not think of often, have been part of that quality of life conversation that was just mentioned in passing, as regards to property being respected which is the on going and repurchasing management of video monitoring systems. i know that in my work, we have many of time we had to rely on rolling back footage and without it, we would have been operating on he said, she said and he said and he said and she said she said. and i would be announce culture list that is required with staff to understand the values in which we're operating and that is a part of training and work competency and i we're working on operating in the

standards of care and the standards that we expect all of our frontline staff who are doing the work and i know that that's a concern that we all share so i wanted to mention those and bring those to your attention, thank you. >> thank you, any other comment? >> no remote callers. >> thank you for the public comment. duelly noted i'll follow-up with all of these comments. this moves us along to our next agenda item which is our nominated committee report, vice chair evans. >> yes, so commissioner guerrero and i met this last month. we did not have any applicant to see consider but we did review the openings that still exist primarily on the shelter grievance committee and made a plan of action to identify people that could potential lea mrie for those positions. i was just informed by commission secretary that we currently have 5 applicants for

the shelter grievance committee that we will be meeting and, five applicants, good job. >> how many vacancies? >> we have five vacancies. no guarantees we'll fill them perfectly, but we also moved our meeting for november 2 to the first week of december because it was going to fall on thanksgiving. so we will be meeting december, you want to announce the location? >> 5th. >> december 5th, same location as usual. >> same location, hsh tenderloin conference room. >> great. at 10:00 am. >> and i would add one thing which is there is some really brilliant members of the public that would qualify for one of the seats on the grievance shelter committee and i

encourage you to apply because they have not been filled. >> thank you so much. >> correction that's december 2. >> i thought it was december 2. >> december 5th is our commission meeting. >> december 2th so hopefully we'll have candidate to approve on the 5th. >> thank you. >> thank you. >> we'll move on to item number agenda number 16, we're going--. sorry, yes, public comment on the nomination 15. >> no callers on the queue. >> okay. moving along, commissioner laguana is not pret so we'll move to announcement of future topics. commissioner guerrero? >> yeah, yeah. yeah, for future agenda items, so and also just you know, here having heard the the new

mayoral changes, definitely intend to engage there but to let us know how how they might or will they be planning to engage providers around the civil right jury request or is that something that we would request in public comment? >> so why don't you respond to that? there are certain things that i cannot respond to but i do know that the report is due pretty soon, tomorrow. we can have a conversation, i think director cohens has presented a conversation, we can consider that and so that members of the public can have input but the report has to be

committed. >> yes, i forgot about the report being submited but you mentioned that we may have time after? >> the way i read the instructions is that it has to be completed by the end of the fiscal year, is that? >> no. so i received an email definitely was a, i think i had two or three weeks to--. >> yeah. do you want to clarify? >> yes, in the civil grand jury response from the commission is due tomorrow and voted on i think we're in a good place to submit that. and the civil is two--year-old report. what i would recommend and obviously differ to the chair and director when she returns is that we look at a larger item on performance measurement and you know, for input into the performance plan that we have developed to guide our

implementation of home by the bay. that is absolutely. >> i think that clarification, was new program that is the called the. which in a kind of just for future discussion. and also wants to and more tried implemented which the hope is to try to report rather than. especially from inaccurate.

i hope that the department can rally think about how to make that narrative strong in order for us to continue to succeed, it's true what lauren said, i don't know who else is going to solve this problem and there is this public narrative especially by resent like government office candidate saying that you know, they want to hold providers accountable. i feel that narrative is a little flawed and i encourage the department and further discussion around how to put some talking points in place to say that we want to support the providers and see them succeed. >> okay, okay, is there a specific agenda item to that? we will have an opportunity perhaps to invite whom ever is elected to be a participant to

our commission meetings where they can provide comment sxz hear the reactions, thank you commissioner dufty for that recommendation, i would extend that invitation to the supervisors and mayor. so that is something that we can, it doesn't necessarily have to be an agenda item but we can extend an invitation. >> so i just wrote down on my notes here what we talked about. as a little bit deeper review of the shelter wait list process. to definitely look at the three-day cut off to see if we should revisit that and find ways to get more people into shelter that need shelter.

we talked about a longer term item to do a conversation about just the policiesanseder sexual abuse and the complaint process and also i would add shelter transfer how it's managed and how many requests are made and how often they're accommodated and how quickly, that type of thing. again, this is all with making sure that our shelters are meeting people's needs to they're not back out on the street. and also about the dph conversation and maybe be doing a strategic meeting strategic planning meeting for this body. so i would be open to that. i don't know if you want to

wait and see what happens with the new mayor and maybe, but i think, it's a good habit to do like a focus strategic review of you know, what what we've accomplished, you know, set some goals for what we want to accomplish. it will be kind of a guiding light, we can still be dynamic and responsive to changing things like sfmta, rv ban, we can deviate from our plan but it would be great to have a plan for this body as we move forward since we've been in place for more than a year and i think most of the commissioners feel like they've goent up to speed on the system pretty well. but may have some things that we can pick and choose so we

don't seem scatter shot in our approach. >> thank you, we'll meet with director and determine which of these items can be in the report and which can be agenda items for our next meeting and just in full transparency the vice chair and i will be meeting frequently and on a consistent matter so we can at least have some goals in place for the commission written down and sort of ideas for agenda items six months in advance if possible. thank you so much everybody, the department for staying until the end and i would like to entertain a motion for adjournment. >> so moved. >> before we adjourn, any members of the public who wish to make comment they may do so at this time. any remote callers. >> no callers on the queue. >> moved to a adjourn, is there

a second. >> second. >> good day, every one. thank you. >> thank you.

>> the height of my addiction i was homeless. i was isolatesed from my family. i had lost everything. my spirit was completely broken. methadone gave me my recovery. it gave me my life back. the impacted relationships with my family in the most mir aculous way. i'm living proof that trea

[trolley bells] >> where the heck are we? >> also, when the heck where r we? >> who cares, we are here. >> we are here union square in the city of saint francis; what do we do first? >> let's go shopping. >> who is paying? no! [music] >> my gosh, we have so many present isn't this wonderful >> yeah. >> let's take these to saint francis. >> welcome to saint francis, can i take your bag? >> we have lots of shopping for

you. thank you so much. >> that's for you. thanvery much. what a awe inspiring view! >> wait mr. scrouge. eme i'm getting hungry again. come on, wake up. wake up. get your wallet out. come on. >> i have already eaton. >> my gosh, there is so much amazing food on this menu. i want to get everything. >> yeah. >> guess [indiscernible] >> alright. >> let's get it all! >> yeah! >> look at the-- hurry hurry!

>> see you. >> this holiday season, shop and dine in union square! and don't miss the world premier of, a why >> roughly five years, i was working as a high school teacher, and i decided to take my students on a surfing field trip. the light bulb went off in my head, and i realized i could do much more for my students taking them surfing than i could as their classroom teacher, and that is when the idea for the city surf project was born.

>> working with kids in the ocean that aren't familiar with this space is really special because you're dealing with a lot of fear and apprehension but at the same time, a lot of excitement. >> when i first did it, i was, like, really scared, but then, i did it again, and i liked it. >> we'll get a group of kids who have just never been to the beach, are terrified of the idea, who don't like the beach. it's too cold out, and it's those kid that are impossible to get back out of the water at the end of the day. >> over the last few years, i think we've had at least 40 of our students participate in the city surf project. >> surfing helped me with,

like, how to swim. >> we've start off with about two to four sessions in the pool before actually going out and surfing. >> swimming at the pool just helps us with, like, being, like, comfortable in the water and being calm and not being all -- not being anxious. >> so when we started the city surf project, one of the things we did was to say hey, this is the way to earn your p.e. credits. just getting kids to go try it was one of our initial challenges for the first year or two. but now that we've been doing it three or four years, we have a group of kids that's consistent, and the word has spread, that it's super fun, that you learn about the ocean. >> starting in the morning, you know, i get the vehicles ready, and then, i get all the gear together, and then, i drive and go get the kids, and we take

them to a local beach. >> we usually go to linda mar, and then occasionally ocean beach. we once did a special trip. we were in capitola last year, and it was really fun. >> we get in a circle and group stretch, and we talk about specific safety for the day, and then, we go down to the water. >> once we go to the beach, i don't want to go home. i can't change my circumstances at home, but i can change the■ way i approach them. >> our program has definitely been a way for our students to find community and build friends. >> i don't really talk to friends, so i guess when i started doing city surf, i started to, like, get to know people more than i did before, and people that i didn't think i'd like, like, ended up being

my best friends. >> it's a group sport the way we do it, and with, like, close camaraderie, but everybody's doing it for themselves. >> it's great, surfing around, finding new people and making new friendships with people throughout surfing. >> it can be highly developmental for students to have this time where they can learn a lot about themselves while negotiating the waves. >> i feel significantly, like, calmer. it definitely helps if i'm, like, feeling really stressed or, like, feeling really anxious about surfing, and i go surfing, and then, i just feel, like, i'm going to be okay. >> it gives them resiliency skills and helps them build self-confidence. and with that, they can use that in other parts of their lives. >> i went to bring my family to

the beach and tell them what i did. >> i saw kids open up in the ocean, and i got to see themst and i got to see them fail, you know, and get up and get back on the board and experience success, and really enjoy themselves and make a connection to nature at the same time. >> for some kids that are, like, resistant to, like, being in a mentorship program like this, it's they want to surf, and then later, they'll find out that they've, like, made this community connection. >> i think they provided level playing fields for kids to be themselves in an open environment. >> for kids to feel like i can go for it and take a chance that i might not have been willing to do on my own is really special. >> we go on 150 surf outings a year. that's year-round programming.

we've seen a tremendous amount of youth face their fears through surfing, and that has translated to growth in other facets of their lives. >> i just think the biggest thing is, like, that they feel like that they have something that is really cool, that they're engaged in, and that we, like, care about them and how they're doing, like, in general. >> what i like best is they really care about me, like, i'm not alone, and i have a group of people that i can go to, and, also, surfing is fun. >> we're creating surfers, and we're changing the face of surfing. >> the feeling is definitely akin to being on a roller coaster. it's definitely faster than i think you expect it to be, but it's definitely fun. >> it leaves you feeling really, really positive about what that kid's going to go out and do. >> i think it's really magical

almost. at least it was for me. >> it was really exciting when i caught my first wave. >> i felt like i was, like -- it was, like, magical, really. >> when they catch that first wave, and their first lights up, you know -- their face lights up, you know you have them hooked. >> i was on top of the world. it's amazing. i felt like i was on top of the world even though i was probably going two miles an hour. it was, like, the scariest thing i'd ever done, and i think it was when i got hooked on surfing after[music]

>> san francisco city clinic provides a broad range of sexual health services from stephanie tran medical director at san francisco city clinic. we are here to provide easy access to conference of low-cost culturally sensitive

sexual health services and to everyone who walks through our door. so we providestd checkups, diagnosis and treatment. we also provide hiv screening we provide hiv treatment for people living with hiv and are uninsured and then we hope them health benefits and rage into conference of primary care. we also provide both pre-nd post exposure prophylactics for hiv prevention we also provide a range of women's reproductive health services including contraception, emergency contraception. sometimes known as plan b. pap smears and [inaudible]. we are was entirely [inaudible]people will come as soon as were open even a little before opening. weight buries a lip it could be the first person here at your in and out within a few minutes. there are some days we do have a pretty considerable weight. in general, people can just walk right in and register with her front desk seen that day.

>> my name is yvonne piper on the nurse practitioner here at sf city clinic. he was the first time i came to city clinic was a little intimidated. the first time i got treated for [inaudible]. i walked up to the redline and was greeted with a warm welcome i'm chad redden and anna client of city clinic >> even has had an std clinic since all the way back to 1911. at that time, the clinic was founded to provide std diagnosis treatment for sex workers. there's been a big increase in std rates after the earthquake and the fire a lot of people were homeless and there were more sex work and were homeless sex workers. there were some public health experts who are pretty progressive for their time thought that by providing std diagnosis and treatmentsex workers that we might be able to get a handle on std rates in san francisco. >> when you're at the clinic you're going to wait with whoever else is able to register at the front desk first. after you register your seat in the waiting room and

wait to be seen. after you are called you come to the back and meet with a healthcare provider can we determine what kind of testing to do, what samples to collect what medication somebody might need. plus prophylactics is an hiv prevention method highly effective it involves folks taking a daily pill to prevent hiv. recommended both by the cdc, center for disease control and prevention, as well as fight sf dph, two individuals clients were elevated risk for hiv. >> i actually was in the project here when i first started here it was in trials. i'm currently on prep. i do prep through city clinic. you know i get my tests read here regularly and i highly recommend prep >> a lot of patients inclined to think that there's no way they could afford to pay for prep. we really encourage people to come in and talk to one of our prep navigators. we find that we can help almost everyone find a way to access

prep so it's affordable for them. >> if you times we do have opponents would be on thursday morning. we have two different clinics going on at that time. when is women's health services. people can make an appointment either by calling them a dropping in or emailing us for that. we also have an hiv care clinic that happens on that morning as well also by appointment only. he was city clinic has been like home to me. i been coming here since 2011. my name iskim troy, client of city clinic. when i first learned i was hiv positive i do not know what it was. i felt my life would be just ending there but all the support they gave me and all the information i need to know was very helpful. so i

[inaudible] hiv care with their health >> about a quarter of our patients are women. the rest, 75% are men and about half of the men who come here are gay men or other men who have sex with men. a small percent about 1% of our clients, identify as transgender. >> we ask at the front for $25 fee for services but we don't turn anyone away for funds. we also work with outside it's going out so any amount people can pay we will be happy to accept. >> i get casted for a pap smear and i also informed the contraceptive method. accessibility to the clinic was very easy. you can just walk in and talk to a registration staff. i feel i'm taken care of and i'm been supportive. >> all the information were collecting here is kept confidential. so this means we can't release your information without your explicit permission get a lot of folks are concerned especially come

to a sexual health clinic unless you have signed a document that told us exactly who can receive your information, we can give it to anybody outside of our clinic. >> trance men and women face really significant levels of discrimination and stigma in their daily lives. and in healthcare. hiv and std rates in san francisco are particularly and strikingly high were trans women. so we really try to make city clinic a place that strands-friendly trance competent and trans-welcoming >> everyone from the front desk to behind our amazement there are completely knowledgeable. they are friendly good for me being a sex worker, i've gone through a lot of difficult different different medical practice and sometimes they weren't competent and were not friendly good they kind of made me feel like they slapped me on the hands but living the sex life that i do. i have been coming here for seven years. when i come here i know they my services are going to be met.

to be confidential but i don't have to worry about anyone looking at me or making me feel less >> a visit with a clinician come take anywhere from 10 minutes if you have a straightforward concern, to over an hour if something goes on that needs a little bit more help. we have some testing with you on site. so all of our samples we collect here. including blood draws. we sent to the lab from here so people will need to go elsewhere to get their specimens collect. then we have a few test we do run on site. so those would be pregnancy test, hiv rapid test, and hepatitis b rapid test. people get those results the same day of their visit. >> i think it's important for transgender, gender neutral people to understand this is the most confidence, the most comfortable and the most knowledgeable place that you can come to. >> on-site we have condoms as well as depo-provera which is also known as [inaudible] shot. we can prescribe other forms of

contraception. pills, a patch and rain. we provide pap smears to women who are uninsured in san francisco residents or, to women who are enrolled in a state-funded program called family pack. pap smears are the recommendation-recommended screening test for monitoring for early signs of cervical cancer. we do have a fair amount of our own stuff the day of his we can try to get answers for folks while they are here. whenever we have that as an option we like to do that obviously to get some diagnosed and treated on the same day as we can. >> in terms of how many people were able to see in a day, we say roughly 100 people.if people are very brief and straightforward visits, we can sternly see 100, maybe a little more. we might be understaffed that they would have a little complicated visits we might not see as many folks. so if we reach our target number of 100

patients early in the day we may close our doors early for droppings. to my best advice to be senior is get here early.we do have a website but it's sf city clinic.working there's a wealth of information on the website but our hours and our location. as well as a kind of kind of informatiooustds, hiv,there's a lot of information for providers on our list as well. >> patients are always welcome to call the clinic for there's a lot of information for providers on our list as well. >> patients are always welcome to call the clinic for 15, 40 75500. the phones answered during hours for clients to questions. >> >> >> the wild type is cultivated sea food

company, meaning we create directly from the cells, fish and other sea food animals. there is so much around conservation of salmon. there used to be so many salmon and now all most done. none. we care about creating a food product that is nutritious, that is free of all contaminants that are unfortunately found in all our sea food today. so, where we where right now is in what we call the fishery, so right behind us is a sushi bar. this used to be a brewery we did miner upgrades so soon we will be able to serve diners here so they can try wild salmon. right over there shoulders they are able to see where it came from. if you are one of the people that likes having super fresh sea food, this is about as fresh as it gets. we want guests to interact with the people who create it, get to

know them and be part of this movement is of creating sea food for 21st century and beyond. 4, 3, 2 , 1 (clapping). >> good morning, everyone thank you for coming we really appreciate it own this cold rainy day edward mentioned i'm the ceo for t n b c with my partner. >> we want to welcome you all to the grand opening of 120 this is a final celebration of the year but wed