>> san francisco public works commission. today is thursday, january 9th, 2015. and our meeting begins began, i guess it began at 10:59, 11:00

am, boom. alrighty, please call the roll. >> good morning, please respond with here or present. eleanor blum. >> here. >> lauren post. >> here. >> gerald turner. >> present. >> paul wood ford. >> present. >> fady. >> present. >> with five members present, we do have quorum for the public works commission. public comment is taken for all informational and action items. to comment in-person, please line up to the audience left when public comment is called. for members wishing to comment from outside of the hearing room, you may do so by joining the link show. to be recognized, select the raise your hand icon in the webinar, you may also comment from outside of the chamber by

dialing 415-655-0001 and to raise your hand to speak, please star 3. the telephone log information is also available on pages one and two on today's agenda. commenters may speak up to three minutes per item. you'll receive a 30-second notice when your time is about to ex tire. in the event that we have many commenters, the chair may reduce public comment time to less than 3 minutes per person. unless you're speaking under general pbl comment, please note that you must limit to the topic of the agenda item being discussed. if commenters do not stay on topic, the chair may interrupt and ask you to limit your comment. we ask that the public, be we ask that public comment be made in the civil in a respectful manner and you refrain from the use of fro manity. please address your remarks to the commission as a whole not to individual commissioners or staff.

and this public is always welcome to submit comment nz writing via website or by mail. and on behalf of the commission, we ex tenld thanks to sf gov. tv for helping make this meeting possible. >> thank you, i am going to be making a motion to postpone an item on our regular calendar. this is the engineering services contract for the puc headquarters in millbrae that project manager has requested that he bring this to our attention later this quarter. are there any other suggestions for amending today's agenda. if opinion, i would like to move to postpone item number 5. is there a second. >> second.

>> thank you. if interests no discussion, deputy, does this need to go to public comment? yes, thank you, please open this motion to public comment. >> thank you, members of the public who wish to make 3 minutes of comment on item 1 announcements by the chair, commissioner or secretary may line up against the wall to the audience lefted. if commenting from outside the chamber, press the star 3 on the webinar to be recognized. sfgov tv, we do not have any callers on the queue. that completes public comment. >> thank you. for the motion to postpone item number 5, all in favor. >> aye. >> item passes unanimously. we look forward to hearing from that project in the future. the next item is item number 1.

the commission did receive some correspondence from the person regarding the drain clean up. dr. short, may i ask that you report back on that letter and any steps that were taken to address that citizens concerns? thank you very much. okay. i just want to point out the december issue of in the works which highlighted the accomplishment through 2024, we heard about many of these projects and programs through the course of the year here in the commission and we read about them as well. the new it's a good roundup of diverse services that the department provides to and facilities that it maintains for the citizens of the city. in the news over the the holidays was an article about san francisco public part openings in this coming year. these include ocean beach park,

hurst recreation center and sb breast and dog patch, the truck house at stern grove, additional public facilities and extensive trail proj toekt twin peeks and j town renovation from which we're all familiar. in decision to japanese projects, will this be part of the project in 2025. >> good morning, carla short director. share post, we're involved with some of them bun all of them. and i have open on my computer a list, but i need to find it. so one moment, apologies. i know that the park project in the presidio is not a city project. so we are not involved with that. and i'm so sorry, i have this open but i'm not laying my

hands-on it right this second. we are doing some construction management for several of the projects that were on the list. and let's see here. >> if you want you can get back to us in the next meeting. >> i can include it in any report. >> is just think people like to know what we're involved with. >> thank you. >> and we have a new mayor, mayor lurie was announced this week and announced his deputy mayors and they include the women who will be overseeing public works, alisha john baptist, director short, have you ever worked with her before and if you have any initial thoughts on how this leadership and structure may affect you

and the department? >> thank you, chair post. i have not worked directly with jean baptist but i know many people who have and she has a very good reputation. i have met with her briefly, since she agreed to take on the role. and i am feeling very optimistic. the new structure was based in part on recommendation paper, who was produced by spur where she was a director. and so i think the real intent is to provide greater focus for departments to have somebody really focus on their efforts. i feel very fortunate that because she does have experience with the city and experience with an operation al department, she worked at both planning and mta that she will understand some of the more unique elements of being an

operation al department. so i'm very optimistic, she has a great reputation, i've heard nothing but good things from people who have worked with her. >> great, that's good to know and as you said, and just to put a fine point on one of your point is that we, at every commission meeting, partners with every agencies and departments, and when we have our clients come, this seems to me, we look forward in the months ahead to hearing how this, her group now may be improving coordination between city departments and streamlining, efficiency and cost saving in the like. i'm very pleased and i look forward to hearing from you on what changes are in place. commissioner woodford. >> i just want to say that i served for nearly a decade with alisha so from my own

experience, i think we're in really good hands. she is strategic thinker and thoughtful and grateful. and one of those people who is able to create consensus from multi factional point of view. >> thank you. that concludes mia nounsments. are there any announcements from my colleagues? do you have any announcements today? >> no ma'am. >> please open this item to public comment. >> members who wish to make a three minutes on comment, announcements by the chair, commissioners and secretary, may line up against the wall to the audience left if commenting from outside the chamber, press the raise your hand in the webinar or star 3 to be recognized.

sfgovtv, we don't have any callers on the queue so. we have no further public comment. >> thank you, please call the next item. >> okay, item 2 is director's report and communication, carla short is here to present. this is an informational item. >> good morning, again, carla short. as you noted, chair post our in the works december digital journal highlighted many of our achievements. we've had a strong year and i, i really want to highlight our reorganization and strategic plan, i think two major undertakings that i feel great about and i am confident are going to really put us in the right foot as we move into 2025, so we feel we've hit the ground running in the new year and really looking forward to advancing our priorities. and so, let's start with

changes at city hall. we have a new mayor and five new members of the board of supervisors. all of them of course have big plans to improve san francisco. public works will be right in the mix. our new developmental structure align well with their desire to make the city safer and cleaner. to improve project delivery, advance san francisco's recovery and focus on the core services that will be most beneficial to residents and businesses in this very challenging economic environment. as we just discussed, mayor under different policy advisors. so we'll be reporting to john baptist as we discussed. her area of foc sus infrastructure climate and mobility. in addition to public works, the other departments and her portfolio include the sfmta rec and park, the port, the san

francisco public utilities commission is sf environment. we've already begun to meet with the new administration, as well, and members of the board of supervisors. key to moving san francisco forward. on that same vain on january third, we joined the sfmta community leaders and supervisors mandelman, now president of the board mandelman and former president, tee mark, the final stage of construction for saifrt taylor improvement project that runs along taylor street. the neighborhood, one of the most densely packed and bustling with families and seniors has been a high priority for makers because it has the troubling distinction for being the most dangerous for pedestrians. making this corridor safer was the number one goal of the

street escape improvement project. upgrades include sidewalk widening, pedestrian crosswalks, corn and her new traffic signals. we also wanted to make the street more inviting through landscape design with a vision driven in large part by community input. widening sidewalks for example can have big impacts, building more space for walking including planters and benches to create a more welcoming environment. in an area where open space is scarce. this truly has been a collaborative project involving public works, the sfmta, the tenderloin district, elected official, our contractor, and of course tenderloin residents. caltrans and the san francisco county transportation authority also kicked in funding. a tremendous amount of work and coordination goes into street escape remakes. i just want to take a moment to thank the teams involved,

project and construction management, en ji naoe, sur vague, public affairs and landscape ak tech architecture and special thanks to our flow nrnd ra law who did a great job. i'm also happy to report that in calendar year 2024, we reserviced 440 blocks throughout the city. the work resulted in us being abling to maintain our pavement condition index at 75. that mark puts the streets in good condition under the independent scoring system overseeing regionally by the metropolitan commission. for reference, roads with the pc i score and the 0 to 50 ranges are considered the poorest range. 50 to 06 are considered at-risk. 60 to 80 are good. and 80 to 100 are considered excellent with 100 representing

a freshlly paved street. we're pleased that the efforts of our program have allowed to us keep the score at 75 which by the way as we have humbly bragged in the past, stands among the best in the large area cities. we've mentioned to the commissioners before a huge challenge in the upcoming budget cycle would be to maintain the score and not slip backwards. that's the last thing we want after we've seen more than a decade of steady improvement. given the city's projected deficit, there are no guarantees but we certainly will be making the case of the committee and elected leaders by keeping our roads in good condition is important for safety and economic recovery and that we're eager to get the streets in better shape if and when additional funding becomes available. and nice segway, speaking of the budget. i want today give you an update

of where we are in the budget process. the city still faces an 876 million dollars shortfall over the next two years. 253 million in year one and 623 million in year two. the budget instructions from the former mayor direct city departments to submit budget proposals with 15 percent cuts to the general fund, the new mayor just reity rated the instructions. for public works, that amounts to roughly 14 million in general fund reductions. that's significant and it will have an impact on our operations. excuse me. ufrts the areas that would achieve the greatest dollar for dollar savingers are two of our most important areas, street clean anding street inspexz. these are high need service that's we provide to help keep san francisco clean and safe. i've been meeting with the

budget staff and managers over the past week, reviewing scenarios to meet our reduction target while minimizing impact. we'll have a more robust plan at our first formal budget presentation on january 23. and then we'll be back for budget approval. our budget must be submitted to the mayor by february 2 1, just six weeks from now and the mayor must provide a budget planned to the board of supervisors by june first. the board will then consider the mayor's plan. and finally, i wanted to invite you to the kickoff of the 2025 season of love our city,

neighborhood beautification day. it will be on january 11, neighborhoods. we're starting the day at the james middle school campus 238 zenca avenue with a short speaking program before volunteers and our crews head out to websites for cleaning projects. beautification volunteer events once a month rotating throughout the districts and we would love to see if we can join us for any or all. they are wonderful fund gathering where residents and non profits and community groups work alongside our staff to improve our neighborhoods. and not only do we get a lot of great work done but joining together and making a difference and collective purpose really elevates the feeling of community pride and the number of community members who have shared with me, how

meaningful it was to work alongside our crews and how hard we work with them is incredibly heart warming. so hopefully you can make it out to one of those events and with that, i am happy to take any questions. thank you. >> thank you, director short. commissioner turner? >> good morning, director short and happy new year. and i would like to start by, i'm sorry it's been a very emotional morning for anyone who has family and friends in los angeles, i apologize i'll keep it together though. i want to start by thank thising the department of public works. on new year's day, many of us, unfortunately because of timing understand understood what was going on in new orleans and as myself and my family decide today partake in the embarcadero, i want to thank

the staff for staffing, for the trunks, for the vigilance, for somehow some way as fireworks are going off and drones are overhead, they knew what the job was. and i want that to be known. it's not until you live a little life that had you really recognize how important this department is. to los angeles, to the tractors, that are moving cars, to the staff that is going to show up to cities and public works and department that show up in these cities and staff who are carelessly putting themselves in front of us, for our cities, i'm grateful but to that end, we are in a very tough budget season and also in a place where we're trying to rejuvenate the city. my questions to you, have any of our public works partners, any of our staff indicated need

for additional trucks? staffing for those trucks as we have more events coming? we have a major health events? ha there been any indication of additional learnings from across the country. and second what we've learned from los angeles and our own narrow and hilly streets, are there additional protocols things that we need to make sure that people can evacuate and more importantly our emerging personnel can get to them. lastly, i just want everybody to remember, 1906, we've been in this position. and so again, are there things that we need to be doing in preparing ourselves knowing it's a tough budget city but this is the best global city in the world and people are coming back. thank you.

>> barricades so we will be including that in our budget ask and trying to make sure that we're identifying those needs but they are growing needs. you also identified exactly what our primary responsibility is in case of a large scale emergency, which is to preremoval and route recovery just this morning. i was talking with director of emergency management about the potential of actually sending folks to l.a. they are currently in responding mode but not in recovery mode. but when they get in recovery,

we're going to see if we can send folks to assist and learn from this experience. i'm also pleased to announce na our new emergency manager, the position that we have been eagerly trying to fill, will be starting next week and he comes with great experience and so,ing one of his early responsibilities is going to be ensuring that our route our priority routes for recovery is up-to-date work withing recovery personnel so, we know what priority roads we need to open in case of an emergency. so those are all points that you made. and we are taking this, opportunity to try to learn and make sure that we're well prepared. >> thank you, director short. >> thank you, and maybe i just made a note and i'll work with mr. rotwell with this, maybe

once they've gotten toup speed, we look forward to meet that person here in person. later this year, okay, thank you. commissioner zaubi. >> thank you, very much for your report director short. i just want to thank staff for a great 2024, would i like to direct everyone in the works recap video that came out in december. i thought it was great and made me very proud of what we're doing here. my question is about the budget. now did it the change, did the request change, i remember it was 10 percent plus 5 contingency rate? is it that straight 15 percent right now? uh-oh. >> happy new year, prince

robertson chief financial officer, the request that came from previous mayor reed and new mayor lurie, that was 15 percent and that was initial instruction and it's based on expenditures. in prior years you can offset by minimizing the direction, the reductions. you must meet a 15 percent expenditure reduction because of the structural challenges with the budget. >> got it, thank you. >> thank you. >> all right, so no more questions to director short before we go to public comment. some of the documents attached under this item, i always found and interesting just because it shows what contracts are out and what projects are under way and we are now including links

to those projects in those report. so if one peeks interest, you can learn about it. i know the contract, as where we author director short to make her job and our job more efficient. that is also included with helpful attachments. and then last, the calendar year that director short mentioned, 2025 beautification days are all listed and easy access for people that would like to participate. please open this item for public comment. >> thank you, members of the public who wish to make a three minutes of comment on n person

on item 2, the director's report may line up against the wall. press star-3 on your phone to be recognized if you are on line. we do not have any callers, we have no further commenters. >> thank you. please call the next item. item 3 is general public comment is which is for topics under the commission's mandate but not related to today he's agenda. members who wish to make three minutes of general public comment in-person, may line up against the wall to the audience's left if commenting from outside the chamber press the raise your hand in the webinar or star 3 on your phone to be recognized.

and we do not have any public comment. so that includes public comment. >> okay, please call the next item. >> item four is the consent calendar it includes the draft minutes of the public works commission. three contract awards and cancellation of request for solicitation in whole. consent calendar items can be heard individually upon request by commissioner, staff or public. adoption and all resolutions contained in its action item before a motion is made. i'm happy to take corrections to the minutes and any questions. >> thank you, i just want one question on today's consent calendar for director short or olivia lee, the cost estimating cancellation. and i just want to be sure and understand if there are any

negative repercussions to canceling this rfq, we want to make sure that we have strong at hand for proposed budgets and enough estimaters available so that this process is not delayed. so again any negative repercussions to canceling this. >> thank you, for your question, chair post. we do not believe there will be any negative repercussions. and those contracts have been fully executed. so we do not believe there will be any negative repercussions to canceling this. >> thank you, i have no further questions. any other questions from my colleagues. hearing none, is there a motion to a praoft consent calendar. >> so moved.

>> second. >> please open public comment. >> members of the public who wish to make 3-minute public comment, may line against the wall to the audience left. >> sorry to interrupt you, i made a mistake. the resolution for 4e, the zuckerberg sf general hospital, contract award, i believe there was a clean up to the language there that would be in the resolution, directly that is is before us today. can you clarify for me it should be, should the motion be amended to accommodate that clean up? 4e? >> good morning, commissioners, deputy city attorney christopher tom. chair post thank you for reminding us of that change. i think maybe for the benefit of the public, we can identify

that change. there was a change in the resolution that removed the prior reference to ceqa no project determination. i believe that the current posted version of that resolution, does not include that and that was at my advise that that did not need to be included. so may the record reflect that the motion that the commission is now approving, approves a version of that resolution that excludes the prior reference to the ceqa, no project determination. >> thank you. now please open the public comment on my motion, on the motion, thank you. >> thank you. members of the public who wish to make 3 minutes of comment in-person on the motion to approve item 4 the consent

calendar and all resolutions contained may line up to the wall against the audience's left. if commenting from online, press the raise your hand or star 3 to be recognized. we have no callers on the queue. and that concludes public comment. >> thank you, if there are no more questions and comments all in favor of approving the consent calendar say yes or aye. >> aye. >> and the consent calendar is accepted. we now turn to the regular calendar and item 5 has been postponed. to please call the next item, item 6. >> item 6 is, okay. item 6 is the grant to

developer of candle stick point project five point to contribute to construction of the bayview connections project, phase 1 harn' way bus rapid transit and cycle track, award of sole source grant. shawna is here to present and this is an action item. >> okay, good afternoon, commissioners my name is shawna gates i'm project manager in public works. we appreciate your time on considering the agenda item today. i'll be presenting for the bayview kexz. i'm also joined bit members of the candlestick team and

developer and colleagues from public works who will all be available to answer questions if there are any. in june of 2023, the department of transportation awarded public works 20 million dollars in grant funding for the bayview connections projects. through a building american infrastructure with sustainable and equity. part of the candlestick development point of work. required to construct and outlined in the infrastructure plan and transportation plan improved for the project. the candlestick developer, collc of five point is also the owner of a portion of the land that grant improvement will be constructed on. and they have the rights in the area. according to administer code,

having jurisdiction is required if granting agency does not conduct an open and competitive process. public works did not conduct a competitive process, because the grant application was specifically for work in the development which meant the federal requirement. today public works seeks award to award grant funds directly to developer construction of the improvements under the grant. public works would act as administrator to ensure the work is completed as specified. >> sorry for the interruption. >> oh sure. no caption. is that requirement for ada? >> sorry to interrupt you, do you understand what is happening? >> yes, no problem. >> he will coordinate with

sfgov. >> i think sfgov is capturing it, it's just not showing. >> oh okay. >> we are not broadcasting today, it's not live streaming today but it's being recorded by webex. >> can i proceed? >> okay. okay as the bayview connections is part of the candlestick development area located in the southeast corner in san francisco in district 10. following procurement process that began in 1998, cp development col.l.c.was selected by three applicant now the office of community investment o.c. ii to be the master developer adjacent shipyard phase 2 redevelopment areas. the developer is obligate today

construct the improve--obligated to improvement. and is a owner of the portion of the land that would be constructed upon. the combined hunter's point shipyard is approximately 693 acres, and at full build out would construct over 10,000 new homes, 32 percent affordable, 6.2 million, over 300 acres of parks and open space and significant jobs and community benefits. there is a lot to see on this slide. so on the left image, the existing transit network, that extends into candlestick only includes two muni lands.

no circulation is provided within the area. neither line provides access to downtown san francisco or peninsula except through the t third metro line. the 29 sunset connects to the regional rail system at balboa bart but the route is subject to congestion. the proposed transit improvement shown in the middle image, at full build out at candle stick to include extension of existing muni routes under hunter's point shipyard, a new express bus lane providing service to downtown san francisco. the muni line 20r, operating between candlestick and connect to go san trance, bart cal train and metro at the bay

shore cal station and balboa station. a transit center to enable tran ferz increase bus service throughout the day, evening, weekends to provide convenient connections to activity and original transit network. the bayview connections project and scope of the grant shown in the upper right will complete the first phase of this critical infrastructure by hardening, and extending harning way and walker drive. new streets will include brt lanes, and wide sidewalks. the tainl on the left includes a break down of project shofts and shows, the race fund would contribute 43 percent of the project cost and local match by developers approximately 57 percent. typically all construction are

funded through public financing including tax revenue and special taxes. the approval of request will allow the candle point developer to use the grand funds that it waser awarded under their development project to offset 20 million in revenue to be generated through tax increment or special taxes. i would like to summarize the public benefits and use of the 20 million grant funds. it helps to restart the development which has been dormant for years, creates over 7,000 new housing units, generates are projected 23.3 million in annual fund, 2.8 million over 4,000 construction jobs and over 12,000 new permanent jobs and this is from the oci member orandum to their commission from september of last year. as described earlier in

presentation, race race grant would develop infrastructure to exist the region and part of the candlestick point phase 2 transportation plan improving accessibility to transit and accessibility to walk and bike. here's a time line of where we are today. and the steps that we anticipate are needed between now and the start of construction of the grant scope of work. by obtaining public works approval it would allow us to proceed with the next steps before construction can begin which is currently anticipated for early quarter one of next year. public works is work width offer in 2025 to complete the design to obtain all the approval and necessary improvements to begin construction.

in summary, staff is recommending the public works commission adopt a resolution authorizing a department to award a source grant race grant program to the developer of candlestick point subject to subsequent approval by board of supervisors. thank you for your time today and i'll be happy to take any questions. >> thank you very much, ms. gates. i do have some questions. i just want to point out that this is fantastic news about this grant from the federal government. and i was wondering director short is public works involved? were we involved in applying for the grant? >> we applied and ob --obtained the grant. >> well congratulations, and i hope it's part of other efforts for funding. yes? >> yes, we always look for federal and state funds to support our projects. >> this is huge getting this

grant. the department should be applauded and i thank you for doing it. i do have a come of questions, that was good news. we were notified in june, last june of the grant award, why has it taken this long to come to the commission? >> yes, so the funds were not originally obligated until january of 2027, the development has been on hold for various reasons, to enable rather than concurrent construction of phase 2, sequencetial, because there are some delays to shipyard phase staff can speak to if you want more information. however, because of the approval of reentitlement last fall and because of the change in federal administration, we are seeking an expedited approval to secure the grant as

soon as just to o bli bli o bli gate the funds. bligate the funds. >> what does it mean to be accepted? >> yes, i did want to mention that our project, denise is going to be coming to the commission sometime in the near future to kind of present more of what we do and what our role is. and sometimes r o.c. i and so exceptions means accepting the

land underneath and top. through an ordinance, and i have been on the project for a month, so if i can't answer all the que,z i will differ to team. i understand that there are there were some incomplete work that needs to be completed before the phase 2 can be completed to get a plan this year to be on the same page and be able to pursue formal acceptance of those. >> okay, thank you. >> yes. >> i'll let that one, we'll leave it there for now. and my last, this may be for the developer representative that is here, but i'll tee tup. why will it take 20 years in this project which i'm very familiar and very excited about. why would it take 20 years to build 1,000 new homes in the

cannedndlestick project. >> thank you for the presentation, it is very exciting to work on that. i also have a couple of questions. you mentioned that >> correct. yes. the developer was entered into dda and disposition agreement which obligates them to have all improvement and this race grant is what they're already required to do. so they, they went through a competitive bidding process in the original developer for the development so this is just kind of obligating the funds to complete a portion of those.

and the grant is federal not state? >> correct. >> so with the 10,000 units that will be built there, we talked about mainly rapid transit lanes, is there any parking or like place for the cars? part of this project? or only rapid transit and bicycle? >> that's a great question, i might invite my colleague with the office of infrastructure to speak. >> yeah. >> thank you. >> hi, i'm lila senior project manager office of community investment and infrastructure which is the san francisco redevelopment agency and the developer here as well. and yes, there is going to be parking, there is a park ing. there is an entire transportation plan that rci worked with public works and

mta that has parking ratio. so every vertical, every housing development and commercial development has a specific parking raish i can't where they'll be able to so that will be part of the project but it's phased overtime. >> thank you. tio where they'll be able to so that will be part of the project but it's phased overtime. >> thank you. >> and i would like to answer to the why can't this go faster. we reentitled and late fall of last year and we were really glad that that passed through the board of supervisors. but, you know, we, we are working in the developer to try to accelerate the phases but

some of it is very much contingent on market conditions. this entire area has no infrastructure so the start of the project is extremely expensive. the backbone what we would like to call. and getting through the are the first couple of phase, setting up the backbone and having a project is critical for the success of the project. so this is what we're really focused on and that creates sort of economic value for future phase to see get developed. i would like to adjust for context mission bay which i worked on as well is about, you know, less than 7,000 units, and that took 25 years to build. so it is hard, we're hoping it does not take that long. but mission bay took a while and went through one recession, that dda was adopted around 1998 and we're still working on

the last building, there. so that's just a context of how development works. but we would love for it to go faster and the community has expressed strongly to move as quickly as possible. >> thank you, yes. i completely understand market conditions but it's a new day in san francisco with a new mayor and new president of board of supervisors and we're geared up to deliver housing in this town. so anything public works can do to be, you know, quick, quick, what can we cut? what can we make more efficient? what can we do better? we appreciate it but i do appreciate your question. commissioner turner. >> oh you were not done. >> next question, i saw in the attachments, i cannot get back to it right now. but it says the requirement for the navy to clean up the area was waved, can you please talk more about that? >> i'm going to differ to my colleague here.

>> so the candlestick was not owned by the navy or part of the navy process. that clean up is delayed. so shipyard is going to take much longer. so we're trying to get candle stick going.

>> will this drive other urgency? >> i do think. it's funding over half of the value of the project. so that makes it viable for the contractor to come and construct and to be able to deliver the funds to the project. i think it's dependent on market conditions as my colleague mentioned, we're hopeful that it's a catalyst that would be able to unable to continue forward very quickly. >> awesome, and then director short, i know we have our housing delivery manager and piggy backing on chair post's point, we have the old public housing site, there is plans

for some affordable housing even within the candlestick planning, is there a place that we're making this investment with other city departments to say are there other resources and opportunities to get something built? i do also share this urgency and our need for housing. we have over 10,000 plus overall and 41 percent of those units are affordable. so there are dedicated sites as part of the master plan that are set aside for stand alone, 100 percent affordable housing, 60 percent are below ami, and there is a inclusionary requirement so. as part of the first phase, there is significant amount of affordable housing and part of

that redevelopment tax increment is used to fund those affordable housing developments. one last thing, i just wanted to say, all of those vertical developments for the first phase of this project have been already been permitted so they're waiting for the infrastructure to go vertical. >> thank you, let me clarify my point. what i'm asking in order to expedite development use an example of housing authority which is quasi agency, meaning, is there an opportunity for our housing kind of liason so really say, wait we're doing something here catalytic that we're driving. is there more that we can do is my question. >> not within the public right-of-way, but they can within their sites, thank you for the question, commissioner

turner. i do think this is really one of the areas we want to start pushing as part of our strategic plan. we do partner as you see, we partner with ocii and housing authority when the particular when the infrastructure is going, it's intended to be accepted for maintenance then of course we play a really central role. but what we're looking for the department are there other opportunities for us to engage. we've got an incredible team here who have a lot of experience now working with these large scale developments. i think we have a lot to bring to the table so we're looking for the opportunities to short of increase the partnerships across the city to bring what we can, i think we have a really strong team to help bring our world into this other projects. >> commissioner woodford.

>> i was just going to invite the developer to come and speak and i have a few thoughts. >> good afternoon, thank you commissioners, thank you for having this meeting today and just launching 2025 in the strongest way possible. i really appreciate your staff, they were really streamlining and working really hard to bring this pact to you. as shawna -- ~>> can you please introduce yourself. >> catrina, i've been to so many of these meetings. thank you for reminding me. we went through 25 meetings last year in 2024, so catrina kid, i'm directer of planning for fivepoint and specifically for candle stick. 2024 was about getting our redevelopment plan extended, she had alluded to and take a look at the land use capabilities that were in the overall plan. some of it was frozen and shipyard so moving that over to

candlestick and bringing candlestick to the for front of the priority. all of that said, getting through a very long hearing schedule, we could not concluded in november, with the board of supervisors and their approval, so we're very appreciative of all those actions and work of the staff. our team is committed to the next phase of the candlestick. ms. gates has shown you the way extension as well as walker, that infrastructure will support four blocks, the corner lot is an ocii affordable housing block and three market rate house hading. and on the other side is walker drive, two blocks from gilman background, those will be three blocks as well. so a total of six. we anticipate the commercial sector to be open and available

for a variety of non residential uses. so that right now is remaining open, we'll be working with our brokers to see what the market will withdrawal. but the priority for the next phase is truly is truly housing, six blocks and so we look forward to working with you and your team. right now, we're proactively working with infrastructure task forced to get our, public improvement approvement and final maps and improve plans for those streets. so we thank you for your support and here for my questions you may have. >> so, i was just going to share so in my professional life, i regularly work on projects of this scale so. what ms. kid can't really say is the economic drivers that propel projects like this are fundamental that she has no control off and neither does

ocii as ms. hussein said t took 25 years to build out mission bay. but we're in a different space that we were even then. in the three years since pandemic began, inflation went up 30 percent in construction. it costs more to build a unit that it's worth. as gerald will know coming from a building background, and the other factor is because this is a for project development, largely the commercial part of the development under writes the housing part of the development. affordable housing, unless it's being built bit city, it's not free it has to be paid for. so the commercial part of the development because of where we are in san francisco and where we are in california is largely spelled out.

almost all new construction of commercial development is at a standstill, yes you'll city stops but mostly stuck. so until we get to a point society and economically where we above beyond this, hunters point, especially candlestick will be a slow move. i'm assuming we're talking decades for a full build out. and when you think about it, nearly half the units, including stationary, that's a huge amount of affordable housing set aside. and in the housing metrics, that is at a point too where it's somewhat prohibitive to afford the commercial site, so it's probably going to be a long term project and so i just want to say, understanding what the ocii and the development

team and everything that the city is going through, we can ask for it but the reality is the economic drivers and are so far beyond the control anything that anyone in the city or developer has that all we can do is be supportive and aspiration al. >> thank you, commissioner woodford for that sobering education. happy new year to you too. >> believe me, i have hundreds of square footage that i would love to build with developers that is sitting on paper right now. >> thank you. >> two things, one i also want to commend the city and public works staff for obtaining the grant and moving very quickly to execute on the work that needs to be done here in the next week.

my observation is while we have in front of us as a commission today, the decision to grant the 20 million dollars to the developer, from the funds, the funds. we as a commission have a lot of interest in and questions about the overall development, happening and sounds like also a shipyard, not for immediate, return to the commission but perhaps sometime in the next year we can get a more full-time update on what is happening there and an opportunity to discuss the project. >> can i piggy back on, what we can do also. i really think that i would like to know what are some of the suggestions and things that we're contemplating, one thing that i thought was important is

that we use waivers and ex acceptions that shorten our windows but keep our project safe and really economically viebl. i want to make sure that we continue to push down that and support the staff through the process of completely agree and i want to see that happen. >> we'll be happy to come back and give more information. and as i mentioned, the head of the infrastructure task force will be coming through and giving a thorough presentation and that would be a good segway on our project. >> great, and i do want, we have to have a public works emphasis, i don't want to get out of jurisdiction, i know as concerned citizens, we want to hear every citizens, but i just want to make sure that we stay on focus for how public works will be anticipated in developing this portion of the san francisco. so thank you very much. any other questions or comments before we, all right, is there a motion to approve the grant award for the federal grant to

the five-point developer. >> so moved. >> second. >> okay, thank you, please open the motion to public comment. >> okay, members of the public who wish to make 3 minutes of public comment on item 6, phase 1 harny way, award of sole source grant may line up against the wall fr* to the audience left. if you're in the webinar p raise your hand or press star-3 on your phone to be recognized. and we do not have any callers in the queue and that concludes public comment. >> great, there are no other questions and comments all in favor of the motion please say aye or yes. >> aye. >> and that motion is approved

unanimously. i would again like to thank ms. gates and kid and saint for coming together and being able to answer questions, it was helpful to hear from all of you. thank you very much. please call the next item. >> item 7 is the public works performance report. planning and performance manager alexander will present this item and this is an informational item. >> this is before you start, this is the most important thing that we will do in this commission. some may disagree but it's the chair's opinion this is where the rubber hits the road. what we just heard about candlestick is great but this is really important. this presentation and what ms. badue and her team does, and

i'm pleased to see all staff here today. this is how we as commissioners can answer the question, is public works doing its job and not wasting my money doing? and if people ask me that and i say yes, and if they say how do you know, well directer told me. thanz the right answer. the right answer is because this commission on annual basis is presented with the department's mandate and how it is executing it. what's going well, what needs to be improved. so that we can respond to any citizen in the city, yes it is doing its job and yes it is not wasting your money and i know this because annually i hear these details and i ask the tough questions and staff comes, they answer them, what they can answer and they find out and get back to us later. whatever, the point is, tying

this process to the budget that we'll be hearing more about in two weeks with our sanitation street commission colleagues and we'll be considering to approve in our february meeting, it's no coincidence that we worked to bring this together. how the department is doing will show how we feel about the funds, right? and so, i want to thank you ahead of time ms. beaudue and your team, i know how much work this has been, you've put up with my badgering and my requests which are pages long i would like to see track and reported on. what i want to say, this is the first cut, okay, this is the first cut. and i know ms. beaudough would want to hear our comment sxz questions and taking a lot of notes on how things can evolve year to year. so i look forward to xwrur presentation today as our

maiden voyage and i want to thank the senior staff for being here. we may have questions for all of them. again, this is the one time that we want to hear from everybody and say are you delivering for the people in san francisco? you're about to ask us for hundreds of millions of dollars ask the mayor which is asking us, because he reports to us, we need to know that yeah, you can have it and we know you're doing your job. so please, please start ms. beaudo. >> thank you for your kind words and commitment and also from the executive team and the businessman business managers.

today i'm covering from july 1, 2023 through june 30, 2024 and this report includes prior 2023 for context and reference. where we sit? the planning and performance bureau is part of the division under the leadership of bruce robertson. the planning and performance bureau is a nine-member team focused on making public works the best public agency it can be but understanding where we are and defining and supporting paths to where we want to be. our key services include,

developing deploying and execution, reviewing service of the agency in collaboration with executive team managers and supervisors and our it units. we provide analysis and report to internal and external stakeholders. this new annual performance report in addition to other commission report, reporting, false under this service area. also we provide performance data to the controllers office on a regular basis and support the request on audit engagements. other key areas volve supporting improvement train aring, implement the employee experience as well as developing and implementing racial equity initiatives. the purpose of this annual first annual report is to highlight current measures that

track the service delivery to the public. this report reinforces our culture of continuous improvement and transparency and accountability. the report reflects our diverse portfolio and organized bit following services, the street cleaning and graffiti abatement, urban and building and street repair and capitol project delivery and general administration. are you prepared for the journey? it's going to be a lot. we will expect changes to the format of the future versions of this report as chair post explained and we look forward to your input and suggestions for future versions. some notes about this report is while we, while the performance numbers are very very important, and they're not, they are not enough to reflect the performance of the agency, that's what i meant.

we compliment regularly the performance review, with the subject matter expertise of the staff from different levels and benefit from on going communication with them as they provide content to the data they can identify successes and address challenges of their operations. we support the bureau staff who are the process owners and the data stewarts. bureau staff regularly present their own data and we do that by design, so usually i don't do this. but i'm, i honored for the opportunity at this time. i mentioned this for a few reasons. i want to acknowledge the work that the bureau staff performs and recognize,000 howe they have embraced the use of data to advance their operations. also i want to acknowledge that i main be able to fully answer

some of the questions because they are the ones subject matter experts in the topics but i do have some. this report will have tables listing measures and actual values for physical val year 23 and 24, any goals if available and the year over year change. for select measures, we decided to show charts to display resent trends. we include pictures to give you an idea of service that's we're covering and consider additional perspective. in this table, i want to highlight the program for graffiti abatement in private property in neighborhood corridors it was established in november of 2022 and it shows that public works approved about 1300 applications for the program and abated graffiti,

it's 3450 times during fiscal year 24. in some cases, multiple times for the same property. other services we provide is insulation and removal of litter receptacles. the shart shows 311 calls, the staff investigate each request before making final determinations. mechanical sweeping, this table shows that 148,000 miles were swept showing a reduction from prior year. sometimes before lunch preventing them from their

route. additional has been reductions and staff on overtime hour and also the court miles swept decrease however the net tones collected has increased in fiscal year 2024. >> i'm going to ask before you move to in this presentation from slide to slide that the commissioners have an opportunity to ask questions on each slide before you switch to the next one. let us know when you're ready and we'll go ahead. thank you. maybe you're ready now. >> there are going to be more some of this measures are also shown in the charts. so maybe when i, it's okay and when i finalize the charts for the topic, you'll confirm. >> perfect, thank you.

so we have experienced a slight decline of 46 hours from request receipt. we're referring this to the 31 calls. this results show, a continuing downward trend since the peek of 170 service orders in fiscal year 2022. while there are similar decrease in trends for total service orders that 311 receives for all type of requests, there are specific factors that are contributing decreasing steadily since required 22. the drop in service order is likely attributed to resources dedicated to super active work and special cleaning events. also we added additional manual

sweeping crews along corridors and some site streets, and stress and out reach and enforcement team services. the lower response rate is likely attributed to the increase resources dedicated to proactive work and special events rather than being focused on complaints. this proactive approach is intended to review the overall litter in the public right-of-way, which should laid to fewer complaints. within 48 hours of receipt, the complaint. the department has shifted to more proactive work instead of focusing through 311 calls. one of the opportunities we face is how to track better this proactive work and the department golds, perhaps this 95 percent is not appropriate

anymore. from several years ago. also factors that affect is a heavy rain season that could affect abatement in the public property. any questions? on district and graffiti. >> yes, thank you. and you're getting to it in some things. what i think is very very important is time to respond to a request. it's great to have this data on how many requests are coming in and why it may be furor more and i presume response and response rate, i think responses it gets attended to and completed, right? i think in the future, what is really important is how much time does it take? that's what we read about in the newspaper when everybody is complaining is that they called

public works. again how much time elapses when a requests comes in for street cleaning before public works goes out and sees what is going on and/or, completes it and the same for litter receptacles. again how much time before a business wants receptacles repeated? that type of things, that's all the status that people care about, they care about the department being responsive, that's what we hear, those are the stories that come out that make us smafp our traoegt. >>--teeth. >> we have been tracking that, we don't want the staff to focus on just meeting the 48 hour response and then for getting about that request. no, we also track and say that they take three days or four days, you know, on what and the

type of response. sometimes its inspection and sometimes it's abatement. >> right, anything to make the department, this is to be a good thing, that the department responsive and not being responsive why? how can we fix it? extra? commissioner blum? >> thank you, so to second chair post's, having the timeliness response will be helpful and then second, identifying the way to capture the proactive work. as i'm reading this and as you're describing, is there is the requests that come in and public works response rate to the requests. what is not shown here is the proactive work that is happening outside of, or prior to or later in response to a series in coming requests.

so getting that proactive work captured would be very helpful for our understanding as of what the department is doing and executing on in the neighborhood. and then second, you provided some explanation for what may be leading to lower response rate. i'm making sure that i'm understanding this chart correctly in glancing through this report. we will get to similar kinds of charts for our thing. so, i want to make sure that i'm understanding this correctly. what i'm seeing is for fiscal year 2024 on say the street and sidewalk cleaning volume and response rate, that thing that department responded to 73 percent of the incoming request, am i misreading that? >> these are all the the 6,000

are the ones that we completed. thank you for asking that clarification question. >> can i chime in briefly. in terms of capturing the proactive work, that is the priority that we're working on right now since the director has been emphasizing that with her staff. so we are instructing our staff and going through the training process to capture all the proactive work also with the service but it would not be identified as a 311 call, so we will be able to distinguish those from the 311 call. but in the meantime, if i can

just point out, if you look at the tonnage, the tonnage is up even though our requests are down. that's our proxy to show we're doing a lot of proactive work and we're capturing it in the tonnage, but in the future we should have more detailed reports on that. that's a priority here. >> great. >> thank you. >> director short, actually, i think you just hit on a point and this with is going to be my question. when you look at the tonnage, is it indicative that in between cbds, things are bert. i'm trying to balance what i'm seeing in front of me which is seemingly, our response is lower per se but our tonnage is up. our street cleaning crews are out there besinger grants, this is a host of things. so i'm struggling to understand

and reconcile, it seems like we're doing really good we're pick ing up all kinds of stuff. so i'm trying to extrapolate why? >> sure. so one of the things that we're trying to encourage our staff to not be entirely focused on responding to the 311 requests, as quickly as possible because that's the least efficient way of clean ups. so we know, we know it's going to impact. the good news is our staff is really important how it is perceived that they're doing. they keep on calling, and we say, that's okay, we want to tell the whole story. so the next piece is making

sure that we capture that as well. thed other thing that i will note, though our numbers have gone down. we have the same number of staff, so if they're doing inefficient runs or more efficient runs, we're going to have to give one way or the other. so we're giving on the 311 responses. but our requests are down too. i think that reflects the fact that we're capturing more through the proactive work so we're not getting those calls. and i would hope that we continue to see that go down. i think you're right. i think we're doing well. we see it in the tonnage and in the request going down. we do believe that that's a good strategy in the areas that we know we should be proactive. and then we're partnering much better we're continue to go strengthen to capture those other things.

>> commissioner zoubi? >> yes, i agree, i've never seen public works be so proactive, the family has a business for the past 68 years, and in the last couple of years, that's the most proactive that i've seen public works go around pick ing up things and i'm pretty sure that no one called on that. which is great but we have a new leadership. my recommendation would be to actually show that, okay, there were that many calls and that,

how many 311? you had to explain it to us. by the way this is a great graph and great information. my other recommendation is, on the street and sidewalk cleaning, just add that, you know, just a small note these numbers are in miles. >> what? >> these numbers are in the miles, how many miles were cleaned up? is that what it says? >> for this chart, it's actual service orders, calls to 311 that our staff handled. in the prior, table, in the prior slide, it showed miles swept, it's a different service. mechanical sweeping miles. >> yes, the miles swept.

>> i'll put it in a little bit of context, we're not getting five calls, we responded to 135,000 requests and we got to 75 percent of them. i think it's a good story to tell and we will have that better data on proactive work, that's something, deputy director has really emphasized with the staff recently. >> thank you, it's really important to draw the picture and show what the public works is doing. just like commissioner turner said, why aren't we showing what we're doing on new year's eve and so forth. thank you, carry on. >> here, here, commissioner zoubi with the new mayor when the mayor asked us to cut it again next year, this type of data is going to support the

department's budget request. ahhh, i was going to have you come up and say hello and add anything you would like. >> good afternoon, commissioners. what i would like to say is as our director said, that we're doing the work and we're gother the data now. so when we do the proactive work, we take before and after pictures. so as time goes by, eventually, we'll have all the data from the starting of our proactive work and you will be able to see how often we're doing this proactive work. so right now, we're collecting a data and as we do the work, we're creating a report right now. so they take the pictures before and after and we create a service order each time. but as director short says, it's not in the 311 system, this is internal. so i'm consistency saying, hey, we are getting the call, we need to do this and take that before and after picture, we

have all the data but we need to collect it and see how it's trending right now. i hear what you're saying and i agree as well, we need to show the picture but as we just began, this route to do better, we're collecting the data. so next physical year, you'll be able to see how much proactive work we're doing to make this place a better place. >> thank you. >> thank you. commissioner turner. >> director short, your last point and it is where we are with the mayor and our season today and thinking about tomorrow. we were able to respond to over 136,000 calls within our service, level agreement. we got to 73 percent of that with our current staffing. i mean, simplicity will tell you, you need more people to increase that, given that you are doing that in addition to this proactive work. how do we today, start to have

this conversation? about the reality of again, a city that is very much on turn around but it cannot turn around without the staff to be able to meet the need? >> well, i'll just, start us off and then if deputy director wants to add anything, i think and i was talking this morning about this. as a department we are collecting a lot of data, more than many other departments i think. so i actually feel while we need to improve on how we can tell some of the story, we're going to rely on the data when we talk to the mayor and new administration. and my understanding is they want to be very data driven and that was reity vait--reiterated this morning. if we lose our investment, we're not going to see the pc s

drop off immediately but we know we will. so what we can do is present the best information that we have. i'm really proud that as a department we've been doing this data work for a number of years so we have, years to draw on, we're not just saying, to your point, to trust us, we're doing it right. we can point to overtime, these are the trends we're seeing. and that's what we have to do. but we have to be realistic this is a historic budget deficit. i know there will be tough choices, i'm thankful i'm not the one making those choices. and i think clean streets are a priority. so we'll use our data.

>> we show a lot of numbers here and i took the liberty to make it more entertaining and showing other pictures for different perspective. this is mario montoya, he retired a few years ago, but he's working on the world series clean up. i want to highlight things that are hard to report on report. like clean up. however this process was recognized during visitors as a great practice. they're a different source of information to compliment and showcase the department service delivery. i just wanted to compliment the service.

and that was a fun day. the volume was higher in fiscal year, 2023 due to storm related requests. this is related to better tracking and new addition to the team. however the department is working on adding several

contract resources to compliment the in-house crews. we are investigating the major fiscal year increase. we need to consume if several service orders related to one location are captured correctly. this is a lot for regular year. one is that we check and improve the data quality. in the car repairs sorry, have been stable around 3300 linear feet per year. any questions? >> yes, i do. it's going to be the same thing i mentioned, time from requests to when public works responds and then completes the work for pruning to tree removal stump

grinds, site inspections, and square, and sidewalk repair, again, every time we read these articles in the paper, i want to talk about somebody called that somebody called from swanky sidewalks, whether the stories are true, i don't know, but i don't want to read them anymore. anything you can tell us about response times? is really really important. commissioner turner? >> thank you, i don't know if it's possible but under sidewalk repair and curb repair, trees for sure, we got an amazing grant. that's a lot that we're doing. i think that's really important that people understand how a lot of things get done.

and specifically when we have incurred and curves and sidewalks that are being redone for accessibility ability. i don't know how many in a year, you know, 15-30 million dollars of grants raised specific with urban forestry. it's impactful how much we've raised. i don't know how we get that data director short but it would be great to have. >> that's a great point, i don't think we've had a dashboard presenting grant dollars and what they're used for. it will take us time to pull na together but it's information that we have. and people don't realize how many other resources we bring in for various works that we do. so i will work with chris's team to see if we can try to

put that together. >> commissioner zoubi? >> yeah, the measures, i did not, the data that we see there is not comparable, you cannot compare it to the street cleaning. so with my personal experience with the trees, i don't think there is a way to do a 311, unless it's an emergency. to do that. so that data is not there. i'm pretty sure. >> sometimes it's for emergency and sometimes it's for painting graffiti.

almost the same metrics, like like 311 calls and reply and so forth? i'm pretty sure, it's not we don't have that yet, or do we? >> we do have it but i would say, particularly with urban forestry, we used to have a goal of responding. but what we do now, almost all of forestry work is proactive, because it's significantly more efficient to set up and prune a block of trees than it is to prune one tree here and one

tree there. so what we now more often do, is we try to focus on information for when people can expect us to come prune so we can reduce the number of calls. because we get a lot of calls from people who want us to prune a tree and it's scheduled but they want us to come together. and we understand, the more we tell people, we expect to be there on this date, hopefully overtime that will reduce the number of calls. >> thank you. and one last one, the sidewalk repairs, is that major or is that the grinding project that we approved? >> this is primarily the removal and replacement of the sidewalk. is to the grinding is not captured in in data. and would add a lot more.

the measurements are different because they do linear inches of repair. that's something that we should include as well. >> that would be part of the proactive work? >> yes. >> which is looks great. thank you. so two questions on this, one on the performance, there is a goal. sorry. so the other performance measures throughout the report have a goal for the fiscal year and then the actuals, the urban forestry do not have a stated

goal, do we have those goals? if so, what are they? and if we don't, why is this different? and question two, do we track and if we don't, should we track the, the time and overall response rate to request to have street trees planted. >> i think we can work with the bureau on establishing and showing the goals for the performance and problematic work. on the trees planted, i don't know if we have any. we can investigate. >> i think it's a good, suggestion that we can we can

look at. people have is you know, we prioritize sidewalks near schools, hospitals, senior centers, bus stops, and neighborhood commercial districts, that's where we're going to get the most affective removal of risks for the greatest number of people. but that does mean that if you have a low pedestrian use street, even if the sidewalk is badly damaged in one location, it's going to be lower in the

priority list. so it's hard to then, these numbers don't really reflect necessarily that oh we're actually trying to be strategic to repair the greatest number of sidewalks i am --impacting the greatest number of people. in terms of planting, if you're an individual who is, in a neighborhood that has a lot of trees and doesn't meet the criteria for our grants, it's hard for us to potentially have the resources to plant that tree and so there may be a delay. having said that, we try to work hard for our partners and also if property owners are trying to take control of the tree. we can look at the data but we're going to tell that full story so it does not look like

oh this person had to wait a year. i think not knowing what the date is or objective, the goal, i think that having the data helps us tell a story. as to where, where the cities are going, how we're executing on the planting and maintaining of trees and the sidewalks around them so it's not just, there is like blocks and blocks where people would like to have more trees. the neighborhoods and the streets where they live. but having that information

will help to tell the story and do so with the integrity that is important to the public. >> yes, totally agree. >> before we turn to the next part. anything you want to add under urban forestry going into the budget consideration? >> i think alexandria hit all the key points, i just wanted to touch on carla was saying how we prioritize. usually when the bureau performance street present with you with see our map that is very visual on the areas and i think that we should of had that added on to that and helped you have a better vision on how our goals are and how

we're moving and showing how we've progressed over the years with the funding on the repairs. so i think that next time we will add the photos and that data portion so you can see the maps in the areas and we highlight what she said about the seniors and children and those areas. so i just wanted to add to that's something that we will add next time and you're correct to painting a better picture and we will work on that. thank you. ?fm we are now in building and street building measures. this is shows several way from potholes, resurfaces usually including districts to filling voids and depressions.

the department decreased potholes. this is includes the proactive potholes with work not only those responding to 311 requests. building repair received requests for repair statements from city departments. were interested in the percentage of those estimates that become for us. conversion rate of estimates to project went from 57 percent to 63 percent. the staff suggests that a conversion rate is considered good. conversion rate of 60 percent is considered good. the potholes, this is a service

orders and locations and 3111 calls that we respond. we use this to measure our response to abate this street defects. this bureau does proactive work to ensure that we capture the defects before the people call to 311. as you notice here, they have been a meeting their 98 percent goal of responding within three days. were able to meet the goal within the last few years frnlt the annual goal of 120 blocks to be resurfaced as part of the resurfacing goals. we're paster street repair team for meeting the two goals the

potholes and resurfacing. regarding the bill, we can see the total volume of corrective and projects more stable now after the pandemic. the group has over ten shops, blocks, paint, and received the highest volume of service orders. the top three clients of building repair, police library and real estate. any questions? >> ye, thank you. i thought and i think i've seen this in our street paving presentations on specific projects. but in the annual report it may be useful. again this is going to be a

pointing a good picture. there is progress, it might seem that some streets have potholes but no, it was paved years ago, why do we have 12,000? however blocks we have in the city? it gives people, oh okay, i get it. when we respond will always be helpful. and thank you that was very interesting that the i thought 52 was not good. that's great. glazesing on that. commissioner turner.

>> thank you, i'm trying, this slide is, gets about how we performed but it's 100 percent on how others perform. and i'm wondering, for instance, the police department, there is only so much they want to do because they only have so much budget. so this is this compounding, it's about making sure the folks have context and what we're grappling with, our and agencies have so much money even though they have a long pipeline of projects. so i'm trying to figure out how we can paint the correct picture here which is our performances is 100 percent dependent on other people's performances in this area. >> you are preaching to the choir here with the difficult

years coming here, we're relying on the other departments. when their overall budget shrinks. we potentially face a double hit. they think about i do think it's good news that more projects are being converted, more estimates are being converted to project. greater confidence in the delivery of the work by us and also hopefully reflects our costs being reasonable.

>> commissioner zoubi? >> does that include order. >> i will sooner, in the future slides. this is more for the building repair and bureau. >> and the top one is the police department? >> for the building repair, yes. >> what? >> just to chime in. >> when they're considered correctives, that means that the overall work is less than 5,000 dollars. so it's responding to, we have a lot of plumbing, leaky faucet and clogged toilet and that sort of thing. so correctives tend to be less serious maintenance. on going maintenance issues. >> thank you, and this report would have been this deputy,

koh or both? anything you want to add? anything you wanted to add? >> no no. >> okay, great, thanks. just checking please continue. >> going on to the capitol projects and larger projects. this slide shows data of our portfolio of larger capitol projects. bit end of the year, 2024, public works had about 454 active projects with an estimated project of 4.7 billion dollars. this table shows some of their recently available change order data. this is the work in progress, we're just showing some of the progress that we have made. this reflects the amount of days and, and amounts related to the change orders issued in fiscal year 23 and fiscal year

24, they may representative different projects and stages of the construction phase. one care that we're exploring is the change orders due to errors and design. this data reflects all change orders the ones in the table, shows all change orders for projects that reach substantial completion. the industry is about 3 percent. --we're currently at 3 percent. it's calculation and we're working with staff to improve the reporting. we wanted to show you progress made so far. however, by learning and exploring this data with this data, something very interesting that we found is that the change orders due to client request and unforeseen

site conditions reflect 42 and 47 percent of the total change orders of the completed contracts for fiscal year 24. even by types of contracts and departments. moving to the resurfacing program, the directer mention approximated briefly, they exceeded the 500 annual goal. this includes in-house crews that were already mentioned from the street repair. original pavement and we were happy to hear that we kept the score 75 in december. also one of our role models in performance management.

with the charts we can notice that as of june 30th, project and construction phases. has been an opportunity for improvement for sometime. the estimation, while working to improvement completeness of the financial information on this project. over the last five years, the number of projects reaching the fine finish has been 59.

however, it's been deletely decreasing with 53 projects. conducts inspections of different types of structures using established criteria. the guard rails reflect the largest decrease in average score from fiscal year 23 to fiscal year 24. the core grant program has constructed more rams in fiscal year 24 than the prior year. and they reflect other sources like the holders like rec and park. any questions? and future reports.

starting to get an idea overtime. and you can tell me if i'm crazy, wouldn't it be interesting to learn how the project is progressing overtime? i don't know how many we need to build in the city, how many tens of thousands, that would be at every intersections, how many intersections. but seriously, when these budget decisions come and we're going to start to cut budgets, and you're going to tell people that we'll have to start curve base, you tell us. again, it's all sort of interesting to demos freight progress whether it's street trees or blocks paved or whatever, on because, maybe we don't have to cut budgets but i

just fear the worse because next year may be worse than this year. i don't know, i don't think any of us know. if it's possible maybe an estimate on how we're doing on the curve program that would be great. and tracking five-year periods would be fantastic. thank you, commissioner zoubi. >> thank you for that one. my question is about page 11. can you explain to me what that last number, 2.2 and 0.68 change order due to error and emission to original amount of contract? >> 68 percent? >> yeah. >> for the projects that reach

ub stablerly complete in fiscal year 24, we check everything all the change orders that they issued during prior years, and we check what happens during that fiscal year and we estimate the change orders due to one-type of change orders, over the total number of the amount of contracts issued for that fiscal year. so we're not checking the check order against the arizona emission against the, projects that issue change orders. we're also considering the number of projects that didn't have a change order. offering 3.5 million dollars is point 6 percent of the total

project for 2024? >> good morning, good afternoon. deputy director, i think i would look at it different, it's out of 100 percent, we categorize them in different ways, unforeseen conditions and this is less than one percent of all of that 100 percent of change orders. that's really what the data shows and something that we work hard to keep as low and city architecture, allowed during a benchmark ing process that i'm sure commissioner woolford is familiar with. we categorize them and that's what is showing here, for the first time ever, it's below 1 percent.

>> we can provide that but i i don't have that information with me. y percent would be unforeseen condition into the various categories we have. >> got it. thank you. >> this is the most complicated that we've been trying to do and connect and we'll try our best to give you better definitions on how this is calculated. >> can i have one more clarifying point? what we're trying to say is this is aggregated, we're not looking at a project and saying, out of individuals, we're less than 5 percent. so looking at all the projects that reach completion in 2024 and all of the change orders over the project. so if we had a project that had no change orders, we would celebrate that?

which will never happen. but if we did, that will also be aggregated and that would benefit all the other projects because that one would have a zero for change orders. and that's arguably the most critical one for us to measure in terms of how we're doing because of our error. we're proud of this data. >> commissioner blum? blume. >> thank you, one measure, whether it belongs here or relevanin other places, is some articulation of the

amount of grants that they have received in particular in a tight budget, it is useful to understand how much of the very large sums of money that the department of public works is spending that some of that is client funds and that there is also very active work as i have heard over the last couple of months here to obtain grants to fund parts of what we do. some of that sounds like it's going to be fun and urban forestry but i think that would be a useful metric to identify. >> commissioner turner. >> is it possible to add some anecdotes to this presentation? it's impactful somebody needs to tell the story and i think we are doing a excellent job.

and how does this translate to our clients? it seems like this would be a very important way for them. we want them to do the same. it's weird to call performance, it's really what we're doing with them and they should know what they're doing with us. >> and how many of what you're seeing verbally, we would like to see in french because it's part of the information. thank you. commissioner woodford. >> thank you. what the industry tries to do

is try a standard of care which means overwhelmingly the project is delivered well and there is an expectation that it will not be 100 percent coordinated. it's really terrific. the one thing that might be helpful is when we look at this, it does not break down to vertical, structures like. we cannot tell what structure versus street. >> commissioner turner, what-- -- ~>> is this, this is an area

that we at the department have indirect to you, this is that is a very important story that for some reason i'm not getting here. i'm not sure how the data is being presented or if the data is missing. to me not only should our clients know about our amazing omissions, they should know why they get it. it's the cost of business, we hire the best in the world. they have to understand that we're doing our jobs. so i really want to figure out how, how to turn this page into something that yes, it's for the public but also to tell the story to our clients. >> thank you. >> good point, thank you very much. we're over our time. i hope that my colleagues and staff can stay until 1:30, i

would like adjournment at 1:30, 30 minutes more. thank you. and i would like to thank you for this gathering. it's not just you it's people digging down to the bureaus that are working hard to get this together. i want to thank everybody for the work. please continue. >> this is a brief pause, this is a picture, sweet building. tv show, being in the opening of the building was a very cool experience for me. but what moved me the most is this highlight in this important room. it was part of the original design, not a change order requests. the medical examiner used to be

in the hall of justice in the basement and only artificial light there. during this visit, i felt very proud of my agency working conditions for the staff and provide a welcoming environment for loved one and friends visiting this facility. this picture is from the works community letter. actions completed to citations, this increased from 4700 to 11,000 sorry, or 138 percent. it reflects full staffing in fiscal year 24. we included here the graffiti on private property on this enforcement not in a basement

of, like the program in corridors. we see a reduction service orders and 311 calls volume for fiscal year 24. here we show the department of all response to pirments, the permits that we received and we, we respond to, and based on the service level agreements. and for fiscal, we have being performing the goal for permits and for the right-of-way inspections, this reflects a also improvement or increase in the service orders related to right-of-way inspection sxz a good performance for response to the 311 calls. an example would be sidewalk that we have to inspect within 5 days.

this is including all the inspections that we provide. the street landing request for actions, in the database as other complaints that we receive in 311 and this has been shown in fiscal year 24, more recently and showing an increase in activity, but we, the staff wanted to highlight on that this is not regular inspections activities, this involves works and walks, walking the beats with the police department and others on the streets. and we can do general administration. >> you want to do that? >> yeah. >> thank you, and some of these are the ones we read on paper

that make us smash our teeth but these should be publicized. when we read, i applied for a permit it's been five years, whatever, is this all of, i mean are we tracking all the right data? >> i think we have to be paying attention to the trend for the next year. we're not the same improvement in department site but we have to be observing the inspection site. >> thank you. this is seeping seemingly good data. like love our streets, sta right? am i right. love our neighborhoods. i knew i it.

it's also the difficult things liken forcing foot carts, i should not bring up hot dogs again, but there is a whole host of things that we're doing. how do we capture it and make sure that it's told here? the things that people really care about that we do every single day. my second quick question is, where is homeless encampment enforcement? where does that live? where is that data? so the data by the operations. we of course feed into that but

they're track that data. >> great thank you very much. director if you have anything to add to some of these in your jurisdictions anything to add? >> commissioners, deputy director of services. the reason you see the trend up, have been what seems simple but as a checklist to provide applicants, along with that, we've implemented things like completeness checkup front and before we send this package out to the other, as a agencies we're making sure that everything is in the package

instead of the ping wonging. so some of those things have really made that process so much better. so i just had the conversation up there yesterday, looking to implement and processes across all of our areas. on the completeness checks but next on to possibly our compliance check. so the people that are doing so, the compliance checks are doing the exact way. it is, really i guess you can say to make it less of an art and more of a science, so we're all doing it the same way. >> thank you, thank you, it's showing in the results. and that's one area where everyone enjoys the streets.

please continue ms. trudeau. >> for general administration, we regarding workforce development, the higher number of total participants. this is an area of continuous improvement. volume of public records, request stable as it was estimated at 1100 and percentage of construction, contracts advertising the lowest bid of receipt from 08 to 110 percent of the engineers.

90 percent. contracts for reduction and construction services, and the reduction in award phase duration. which is improvement. regarding rate, it is getting higher. some contributing factors would be not meeting the target that maybe for not meeting the target could be a result of the quantity and skill level of new hires going through the new program. the good thing is the department is going through the

process of restructure which will assist in the reduction of preventive model vehicle rate. lost, workday rate due to jury injury or illness has going down. and lastly, i want to highlight. >> before you do that, thank you. so yes, i did grown when i saw the motor vehicle rate and i held my breath to see if public works was named and it was not. whew. so i'm pleased to here that there is action being taken to drive that back down. keep up the good work there, everybody that's fantastic.

here it will be fiscal goal goal what is the goal. and then in the second data point it would be useful to have in here. one is the number of vacancies in the department and to the vacant positions that you're endeavoring to fill. and there it will vary by programs, significant variations by problematic area. >> i want to highlight that the hr update will be, will be provided in february. so there is going to be more titles in the future about hiring and vacancy rates. >> thank you. okay, keep going. over the next three years we'll be focusing our report on with

new strategic plan and in the implementation of new systems. these priorities areas are project delivery district cleaning and other quality of life measures and permitting and other enforcement activities. public works is becoming more mature in its performance. many years ago, it was the focus on the work we did and now the department is swifting on how we're provide our services. will it be defining and developing key performance indicators and checking that the review process results happens at the right time and right level. i want to thank, give a special thanks to the former team members who help with the different aspect of these report. but especially very grateful for the detail and timely support of mr. patrick over the last month to get this report

done. [applause] he was very instrumental to get this thing done. thank you chair post and other commissioners from both public works and sanitation and streets commission for their input and suggestion that's help inform the development of this annual report. and why not, last picture. before we address questions, any other questions, i would like to show one more picture and this is how we maintain this beautiful median along the street. this reminds me the beautiful manager of industry, who gave me a great lesson data table with the data on the 311 department. she wanted to understand and report well the volume of 311 service requests with her

bureau so she can justify positions that had been lost during the budget process. this show me how managers were willing to be out of their comfort zone to do the right thing and protect their teams and deliver the best service possible to public. also showed me, that there was not a table or chart that could summarize or compare to the beauty of or the feeling from observing a maintained area. i'm very grateful for this lesson that help me put the work in perspective and the work from the communication teams that help with picture and faces and stories around the work with you. thank you all for your time and opportunity to share this first annual report. i'm happy to answer any other question. >> thank you very much. and we hope that you and deputy

director robertson that this important exercise is a nice compliment to the annual budget process, because as you heard from all of us, good for the mayor and citizens of san francisco on how to justify the department's and the department asked in good and bad budget times. so thank you very much, great first report we'll keep going as you know, we'll be shooting things your way, during the course of the way as we think of new things and as you did with me, when it's, you know, you're weighing a lot of request and we want data on everything that interest us, but you'll have to manage our expectations and the public's expectations as well as staff. so feel free to do that. >> thank you. >> thank you very much. commissioner zoubi? >> you're going to have to

bring the slide back up, the preventive motor vehicle rate that's motor vehicles that are oentd by public works? >> yes. >> what is the definition of prevention, how can you prevent an sdefnt what got into the metrics. >> it's a very important one. >> it's a great question. one of the things that we emphasize when we train our staff, we want them to be defensive drivers and so we do make a distinction between whether somebody is legally responsible versus whether it could have been prevented if they were driving defensively, so we have an accident review committee and they review the incident report around the accident. and that committee makes a determination whether that was preventable or something else, there is nothing that you can do to prevent it.

but if a car pulls out in front of you quickly, you should be driving with enough space and at a rate of speed that you can hit the brakes and not hit that car. that's not a great information but that's the thing that they evaluate. but what we want to be tracking are not how many times, somebody rear-ended up because our employees could not have done anything in that case. but how many times can things have been prevented. that's the rate that we look at. i hope that explains it. >> thank you. >> we have an extensive training so even if it's your fault or not your fault, you're required to drive the vehicle back and required to go with

smith training and also a virtual reality training system on the yard has well where you sit down and drive in a simulating and--simulator and it helps correct how you drive. and again we're working on a more extensive training to with safety to make our program much better across public works. so we're very interested in creating a better system to prevent these accidents, it's not like you have a accident and boom, and you back up. there is consequences to having an accident and correcting the mistakes, how we do prevent them. >> thank you. >> thank you. and again thank you to all, ms. baoudo, your whole team, i know i'll be able to look at the budget when we receive it with an much more educated eye than

a year ago. keep up the good work, i really do think that we have benefited and the discussions will be much more ro dust because of your team work. please open this item to public comment. >> thank you, members of the public who wish to make three minutes of comment on item 7, the public works performance report, may line up against the wall to the audience left. if commenting from the outside chamber press the raise your hand on the webinar or star 3 on your phone to be recognized. sf gov. tv, we don't have any callers on queue and that completes public comment. >> please call the next item. >> next item is new business, this is an opportunity for commissioners to suggest future items for agenda.

>> commissioner zoubi? >> ye, i have a request recording puc utilities next presentation. i just if we can see, something to address the fact that there is only one bid of the rfp in the report just add that. thank you. >> good thank you. all right, please if there are no other requests please open this item for public comment. >> thank you, members of the public who wish to make 3 minutes on item 8 new business initialed by commissioners may line up to the wall to the audience left. if commenting from outside the chamber press the raise your hand in the webinar or press star-3 on your phone to be recognized. and we have no callers and that does conclude public comment. >> thank you and i believe we don't need the next item, item 9 general public comment.

so i will now just say that our next meeting will be on thursday, january 23 at 11:00 o'clock here in room 408 it will abe cozy with our colleagues on sanitation and streets commission to hear the department's budget presentation for the upcoming fiscal year 25-26 that the department will then of course as stated earlier by director short be presented to the mayor later in february and this hearing in two weeks with the anticipation of our own vote on february 13th to approve this proposed budget. so with further, without further ado, we are now adjourned. thank you very much. [gavel]

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