so many to see shopping and buy food and suv inferiors and we welcome, everyone to come in and see what is going on here. >> so whether or not you're a history buff foodie an art person or simply looking for a night of excitement san francisco chinatown has something for you come and explore and experience the heart good morning.l of the private good morning. and let me say that again. >> good morning.

good morning. >> and happy new year to everyone. >> we i feel like we are reunited and it feels so good for all commissions. >> so it is a good morning and certainly welcome to our january 2nd, 2025 homeless oversight commission regular meeting. >> as is our custom, we will start off by reading the raw material alone land acknowledged me the san francisco homelessness and oversight commission acknowledges that we are on the unceded ancestral homeland of the raw material loney who are the original habitants of san francisco peninsula as the indigenous stewardship plan in accordance with their tradition . the raw material loney have never ceded last nor forgotten their responsibility as the caretakers of this place as well as for all peoples who reside in their traditional territory. as guests we recognize that we benefit from the living and working on the traditional homeland.

we wish to pay our respects by acknowledging the ancestors, elders and relatives the raw material owning community and by affirming their sovereign rights as first people. now i'll turn it over to our commission secretary to advise the public on our public comment policy call the roll in and read us out. produce and statement. >> thank you chair good morning and thank you for joining us this meeting is being held both in hybrid format and in person at city hall and room 416 and broadcasted live on sky tv. members of the public attending in person as well as remotely or have an opportunity to provide public comments specific to each presentation as well as general public comment. members of the public who wish to provide public comment remotely will be heard in the order that commenters add themselves to the queue. commenters will have up to three minutes to comment after each agenda item unless otherwise noted by the chair. to comment remotely the phone number to use today is (415) 655-0001 access code 26627702010 that's 26627702010

press pound twice to enter the queue when your item is called press star three to raise your hand please wait until the host calls on you to speak speak clearly and ensure that you are in a quiet location. best practices are to turn off any tvs or computers around you. thank you for your cooperation commissioners this places you on item two roll call please respond with present when i call your name chair jonathan butler present butler present vice chair kristin evans present evans present commissioner katie albright present albright present commissioner dina asllani and williams present as lonnie and williams present commissioner bevan deputy deputy present commissioner joaquin guerrero present present commissioner shakira laguardia present laguardia present. please note that the san francisco department of homelessness and supportive housing executive director shereen mcspadden is also present. commissioners we have a quorum this place places you on item three announcements of sound producing devices during the meeting the use of cell phones

and similar sound producing electronic devices are prohibited at this meeting. please be advised that the chair may order removal from the meeting room of any persons responsible for the ringing or use of a cell phone or similar sound producing devices. thank you for your cooperation. this places you on item four announcement by the chair. >> thank you to our commission secretary i want to open by dedicating our meeting to the late dana chanel loveless who was a passionate advocate for the trans community and a beloved figure in san francisco. she tragically passed away december the 28th of last year. she was known for a tireless efforts to uplift and support trans sisters and brothers made a lasting impact on the lives of those she encountered. she was a street therapist, a personal shopper and so much more someone who wore many hats with grace and dedication. dana chanel was a key member of the community engagement team that held community liaisons together community input for the h. s h triaged strategic plan home

by the bay and she was a homelessness advocate in a bright light in the community as a black trans woman who would have turned 60 on february 3rd of this year. and so we honor and celebrate her life and dedicate this meeting on behalf of her and all of the folks that she has impacted. i also know it's a happy new year but it's a somber new year. so i also want to recognize those families that are been impacted by this tragic fires in the south carroll area and i know that many of you may know folks that are impacted. >> i certainly know families that have been impacted and so we just want to recognize those families and keep them in our thoughts and prayers. >> i also know that we have a new mayor and so i just wanted to congratulate our new mayor and administration and we look forward to working with him and his team in the coming years.

>> okay. this places us on item five adoption of our december the 5th 2024 meeting minutes and i'd like to thank our vice chair for presiding over that in my absence as i was a little bit under the weather my first experience with covid so i thought i could bypass it but i did not. >> so are there any comments or questions regarding our commission? our meeting minutes from december the 5th 2024 from the commissioners? no comments. i'll move for submission second thank you so much and before we vote i like to open up to our public for public comment regarding our meeting minutes from december 5th 2020 for any remote callers so callers in the future. okay. and so it has been moved and probably second. >> all those in favor please indicate by saying i i, i know a opposed i have it is so move this places us on item number

six communications from our commissioners like to open up the floor to our commissioners if they have any announcements or communications you may do so at this time and once or twice no announcements from the commissioners. okay well this places this on favorite agenda item item number seven hca employee recognition. thank you to our commission secretary for placing the how to pronounce our our recognize employee the sherry mcspadden. >> the agency will honor shelly quimbo from the agency office of finance and administration for the month of january 2025. >> and so we will celebrate and honor her by hello good

morning. happy new year everyone. good morning shelly dear so and congratulate lations you're our first employee to be honored in the year 2025 so that's pretty exciting. so we're here today to honor shelly quimbo and shelly's title is asset manager for the real estate team. shelly was nominated by gigi whitley and joanne park and i have to say like i get to walk by shelly every time that i go into my office and she is always, always hard at work and i think has like some inspirational quotes above on her screen to keep her going. but i know she works super hard and especially over the past few days like we've been talking about like closing 1174

folsom and you know how much work that took to get to the finish line and so i just really want to thank you for all you do shelly for the department over the last couple of years you may have seen the public may have seen press releases, email announcements and news coverage about h s h is various h cd homekey awards and the buying up of various buildings throughout the city. >> how does this amazing feat happen you may ask shelly quimbo h. s h as admin and finance division is home to many unrecognized super heroes and shelly is one of them. it is easy to take for granted the work that is involved with executing these complex agreements and estate transactions when when reading headlines do not be misled by shelly's modesty and her appearance of working or at 601 van or at 440 dark she is a beast when it comes to coordinating with h c d other h s h teams and city departments cbo is and property managers

title companies and notaries to ensure to secure these competitive grants and to close on multimillion dollar real estate deals. in the two years shelly has worked at h. s h she has become the city's homekey funding subject matter expert and let's not keep it secret the department's inadvertent in-house go to insurance expert she is mission driven and passionate about creating and maintaining affordable housing. she can strategize and solve problems. she reads the fine print and finds the gaps and she will ask if the proposed coffeemaker has a home and dedicated power source that it's that level of detail she is an accountant by trade that finds relaxation in organizing our messy box files. most of all she is compassionate and always looks to support and uplift our tenants, our coworkers and our community based organizations. shelly, thank you so much for helping hsa secure $162 million

in grants and acquire eight new properties to create 691 new housing units for families for day and adults in san francisco. and congratulations on being our recognized employee for the month of january 2025 for further recognition and i'm beyond grateful that i am part of hsa and i am committed and dedicated to the mission. thank you for the leadership, the mentorship and the support . >> what we do is not easy or simple so i shared this award to our colleagues, to our partners inside and outside of hsa age. i look forward to many more projects to come. >> thank you. thank you

again, congratulations shelly. seems like everybody needs to shelly and so so i'm so grateful that you have committed yourself to the work of hsa h. >> it seems like everybody who receives the award always recognizes the team and so i really like how that is certainly called out for everyone who recognizes a religious it's a testament to the work that we do that we do it together. >> okay this places this on item number eight will now have our director's report.

>> good morning and happy new year commissioners. >> great to see all of you. the report i will be presenting today includes data and programmatic updates on our key areas of service as well as many of the topics requested by commissioners at the last month's meeting. so as usual. but i wanted to start just by talking about two things. the first one is i just want to acknowledge that we had a very tough week the first week of january started off the new year in a way that none of us are happy about and that's that we had two shootings at two different sites, one of which one was the two hannan on bryant a33 bryant and two employees of two different organizations were shot unfortunately by a resident of the building. and we had and you know so we've been working very closely with those two organizations

and then we had another at the msk south shelter. i want to say that we work tirelessly along with our community based organizations and tenant groups to try to figure out how and community communities surrounding these areas to try to figure out like how we prevent these types of incidents. we're always trying to work with the communities and figure out how to make this these kinds of situations better. and we're also aware that we're working with people with high volatility sometimes in people who've been through real trauma and you know, we do on occasion have violent incidents break out. so i want to really thank the e ! episcopal community services and mercy for their quick actions at the tannin and for st vincent de paul's quick actions that particularly that you know the staff at the staff who were there on site for both of these things and had to deal with very tough situations and

use their training to jump into action. i also really want to thank our team at h. you know these things don't happen on a 9 to 5 you know during the day they happen often at night on weekends, things like that and our staff responded incredibly quickly and have continued to provide very, very critical support to the teams at both of these buildings and to the organizations we're working with. so you know, these these are really tough these are really tough times with folks as everybody knows. and unfortunately i think we're going to see these. but i want you to know that we're working diligently with the community, with our providers, with our staff to try to prevent these kinds of situations is to try to understand from them and really try to support folks coming out of these situations as best we can and we really focus on using our trauma informed systems approach and you know,

really leaning into that work so that was really unfortunate and at the same time i'm really proud of the way the teams responded. >> i also want to say that as chair butler mentioned, we have a new mayor and so it was a very exciting week this week with the transition from the one administration to a new one and i think many of you were probably at the inauguration and so you know or saw it and you know the mayors coming in with certainly a message of collaboration and as so one of the things that he he had a department head meeting as usually happens the day after the inauguration and really talked a lot about collaboration across departments and you probably know but just to reiterate he has named in addition to his chief of staff and policy advisor for policy chiefs who

will kind of oversee certain areas. and so of the the policy chief we will be working with is kunal modi who's been with mckinsey has has a lot of community experience through certain boards st anthony's and larkin street youth to name two of them and has a deep passion for really working with people experiencing homelessness, quality of services and you know really making sure that that all the dots are connected so that people get the right level of service and flow through our system in a way that that that best works for folks. right and i think you know, i'm excited about working with him and the opportunity to work with different departments maybe in a different way from what we've done. we do have a lot of collaboration already but there are going to be certain areas that we can dig into with the support from the mayor and the mayor's office to really focus

in areas where we all i think agree that we need to lean in more. so that's the exciting thing. i think we also know that mayor lori has inherited a giant deficit and so he on the first day said there will be a hiring freeze and that you know, everybody needs to stick to their reduction targets that we already had and we've already reported on. you'll be hearing more and so you know, that's kind of we'll have more information as we move forward because at the same time that that is happening, we also know that homelessness and getting people off the streets is a major, major focus for the new mayor. and so you know how that actually works within our budget and within our ability to move things around. we will we will see and we'll have more information as the months as we, you know, kind of go into the sorry as we get closer to the new fiscal year.

so i will kind of leave that part at that. but i think that you will get a lot more information from gigi when she does the budget presentation. and as you know, this is this will be the first reading of the budget and we will have another one with more detail next month because we actually this is a two part process. you need to hear both and we are still in the throes of putting together the budget so there will be a lot more detail next month. so to just to move on to my regular report, i want to sorry shannon, if you could move right to the outreach slide. so in november the san francisco homeless outreach team conducted 3131 engagements and distributed 7028 engagement tools and resources including food, water and hygiene materials.

and then moving on to the next slide during the inclement weather from december 12th to 17th, the homeless outreach team was activated to do wellness checks, identify people who may be experiencing hypothermia and and they also handed out emergency supplies. 96% of those who our team approached or 683 people were receptive of the services and supplies so as you know we we you know do a concentrate effort when we have weather incidents and that was particularly tough week for people on the street. yes, just a question of the site is up. sorry. just one quick question about that on the encounters the above the accepted and the decline, does the accepted result in the creation of a one id if they aren't already in the system?

>> i think not necessarily. i think it depends on what they accept. is that correct? yeah, right. >> okay. okay. i think it depends. i mean so if people say yes i want i want shelter, i want housing that's one thing if they take a water and say yes, i'll talk to you again i think that's another thing. >> so yeah, i apologize for jumping in with that. >> that's okay. although now i lost my space so okay so in november sfo had conducted 197 housing assessments in the field. they connected 12 households to housing and made 185 placements to shelter and then in terms of coordinated entry the number of coordinated entry assessments conducted in november was 976 which is on par with the number of assessments done by this time last year 75% of the assessments were for adults,

15% were for families and 10% were for young adults. hsc was coordinated entry staff worked at the project homeless connect event on december 4th, 2024 with over 200 people stopping by the coordinated entry and housing information table. our staff were able to serve 83 households with assessments or other services that connected them to our system in november hsc and its partners provided homelessness prevention services for 210 households so far this fiscal year 1101 1111 households have received homelessness prevention services funded by the department and then one of our key prevention tools is the san francisco emergency rental assistance program that is a partnership between hsc h and the mayor's office of housing and community development. this month we serve 354

households with an average assistance of $4,470 per household. 87% of those who received assistance were identified as people of color and 78% of those earn 30% or less of the area. >> median income in the last five months we have resolved homelessness for 361 unique households through problem solving with 1,000,237 $572 in financial assistance. the majority of these problem solving resolutions were for adult households that's 71% followed by families 18% and then young adults at 11% and then hsa funds over 13,600 units of housing across our system of care including site based supportive housing scattered sites, supportive housing, rapid rehousing and the housing ladder program. the overall inventory is available on our website via

the link included on the slide . in november we moved 126 people into permanent housing with the homelessness response system. 95 were adults, 15 were families with children and 16 were young adults. so far this fiscal year 946 households have moved out of homelessness and into hsa funded housing and then as of december 20th 2020 for hsa each has an 8.4% vacancy rate in our site based supportive housing portfolio and obviously this is something we've continued to track and you've continued to ask questions about over the months that the commission has been in existence of the 724 vacancies 319 have move ins and progress in process 332 are offline and 73 are available for referral units offline for janitorial or maintenance holds has continued to decrease from

130 93 units in october to 155 units in november and now 144 units this month. however, these units still make up the majority of vacancies. last month we announced to the commission that supportive housing providers with units offline for 90 plus days were issued a corrective action letter and required to bring those units back online by mid-december or to provide hca with a unit by unit plan to do so. this requirement applied to 147 units which had been offline for 90 or more days by the end of december 2020 for 106 of those 147 units have successfully been brought online by 18 of the 147 require rehabilitation in order to be brought back online and those responsible providers have requested funds to complete that rehab before march 2025. the remaining 20 units are under instruction to bring

units back online by january 15th of this of this month. and in summary, since issuing this policy and funding, 72% of the 90 plus day offline units have been brought back online and we expect that we that this will be reflected in next month's housing vacancy report and then across the shelters system on december 27th hca which had 3698 units of shelter capacity and a 92% occupancy rate we continue to monitor the shelter occupancy rate very closely and then on the family and adult shelter waitlist, this is the data on the adult and family shelters shelter waitlist as of december 18th on december 18th there were 278 families on the shelter waitlist. in november 21st families were moved off the waitlist and into families shelters for adults

248 people on the waitlist which is down from 316 last month after two months of no change, 587 people joined the waitlist in november 2020 for the average time on the waitlist for adults was 11 days. that's for people who accepted placement and that's no no change from the last two months 92 people were were placed into shelter from the reservation system in november and there's more data on our shelter waitlist included in the appendix in our appendix slides which you have and then moving on to some other additional updates in terms of legislation coming up this month h. >> s h has four introductions before the board of supervisors to grant agreement amendments one with catholic charities to provide safe home rapid rehousing and one with brilliant corners for flexible housing subsidy pool. both are on today's consent agenda additionally in january

hrc will present the grant agreement amendment with x for adult rapid rehousing at the budget and finance committee next next month we will be introducing a number of grant agreement amendments and one new agreement pertaining to p.s. two permanent supportive housing, rapid rehousing and emergency shelter and then we've got some updates from some other advisory board bodies the local homeless coordinating board has one vacancy the next meeting is monday, january well the next meeting is february so i'm not sure what date it is but sorry about that. i think it's the first monday in february and then on the shelter monitoring committee there's now only one vacancy on the committee that seats seven. happy to announce that after many years seat one has now been filled. so thank you to the committee for that. that's great work. the committee elected a new chair and vice chair is it they

i'm not sure how to pronounce this commissioner. they all right they hello? all right. congratulations. and then belinda dobbs respectively and then the shelter grievance advisory committee. three vacant seats seat two youth shelters, consumer seat for alternative shelter services, consumer seat ten arbitrator are vacant. >> seat nine was recently filled by shelter client advocate anisha tamanna and the next meeting is tuesday, march 11th, 2025 from 230 to 430 and the committee will be discussing the bylaws and determine the new chair and vice chair. >> and then on our human resources update you will notice we have taken out the we are hiring out of this commissioner laguna.

we have 254.65 lefties and 300 i'm sorry 333 .65 vacancies with 35 active recruitments and that includes positions that are filled exempt positions and are recruiting for a permanent role. and we you know, we will be like kind of looking through those and prioritizing and we will be talking with the mayor's office about our needs but we are very aware that there is no hiring freeze. so the department of human resources just posted the continuous permut exam announcement for class 1823 senior administrative analysts and 1824 principal administrative analysts all city departments including h.h. obviously must wait until the eligible is are adopted and now also need to wait for further instructions on those positions and we will move on to questions. thank you director mcspadden for that very concise report. it was very much concise and

appreciate it. >> i want to open it up to our public for public comment regarding the directors report. if there are any members of who wish to make public comment, you should do so at this time. hello? hello. they allow i am a member of the shelter monitoring committee but also a member of san francisco quaker meeting and there's two specific thoughts which i wanted to share with you all about the report. number one, i'm on my way here from my flat. i pass by our meeting house at 65 ninth street. we currently have people experiencing being unsheltered in front of our building as is our standard sort of our standard experience and something that i want to note in terms of what the narrative about outreach specifically says is that many times we're providing all of those tools that are cited in the report food hygiene, ponchos to people that is as of now missing or

vacant from the report. and so i'd love for us to think about how we can engage faith providers as that are to some degree frontline service providers but we're not really capturing all of their direct interventions with people that are unsheltered. so i wanted to say that that stood out to me and then secondly as regards page 23 and the exits from the waiting list without being place something that in my work with youth for artworks which built the first tiny house emergency shelter in oakland in the nation with my work with them one of the things that i would be interested in is the demographic age breakdown of persons that are exiting without being placed. how many of those people are seniors? how many of those people are transitional age youth? so i would love for us to be able to have access or maybe to get a report if it's possible and that includes the age breakdown of the population that's being exited

specifically when we look at the report as regards november 20th, 24 we have almost four times the number of people that were exited without being sheltered and what's happening of the type of the top of the pipeline? i know we're doing a lot of work but i want to continue to point that out and close by affirming our work and thanking all of the members of the commission for your work. >> thank you. thank you for your work. hi. i am i'm an over and live driver. i drive around the turner line all the time and whenever i went for my next job i always try to park where the homeless people are so i can get out and talk to them. and the first question i always ask them is how far away the bathroom oh there's one three blocks over that way and down and as it open out i know it's only open part time and then there's another 1 to 3 blocks

over that way i think it's our responsibility as a taxpayer. i love to give them some extra money to put those bathrooms out there. that's one thing i want to say . i mean i've heard the arguments against it. >> oh, they're just going to use them for dope so why not put the bathrooms out there? they need them. they need more out there for for health reasons, you know and the other good thing i've heard i just found this out yesterday or the day before they actually have nurses walking around. why her? god, that melted my heart. i hope you give them all the money they need and also the navigation centers. that's another positive i've heard a lot to them. i want to talk to them. i help you people get into warning the one in redwood city and they have a beautiful program and well, that's all.

thanks. thank you. i just want to point out, you know, this is a guy who's a uber and lyft driver and he stops just to help homelessness a homeless person and then he comes to the commission meeting to advocate on their behalf. that is an example of what we all should be doing. >> thank you. thank you so much. thank you. any other comments from the public? >> you mentioned the shootings at two shelters my i mean my read of the shelter training manual it it's excessively outdated and incomplete but the ideas of de-escalation i, i

don't see much of anything regarding de-escalation. it doesn't seem like there's even enough documentation about some of the traumas that the people are going through. we still go back to like the shelter monitoring committee and they continuously complain i mean they're continuously getting reports regarding how homeless are treated. so we still go back to the old situation of we how are people being chosen are picked are selected to work at these places. it's like what type of psychological profile are people looking for when they hire people? i mean maybe it's my opinion is just seem like are you willing to put homeless people in their place?

are you willing to talk to them or just be oversight? are policing homeless? that's that's the narrative or i'm at i guess i'm just wondering if we get any movement regarding bike updating to shelter training manual de-escalation trainings . i know it's just it's just bad. i mean it also just goes back to the why people refuse to go to shelters. it's like you know you get abusive staff, you get abusive clients, you know, so sometimes substandard. yes. substandard housing. i mean does navigation center i went to had black mold missing shower curtains you know overflowing toilets and it it

now you wondering why people aren't happy it's it's just a bad all around so thank you are there any remote callers you okay commissioner hallberg thank you so much happy new year. >> i appreciate your report and all the good work of the department. i wanted to ask about the last aspect of the report in terms of hiring and the open positions and the positions that are actively recruiting. you may not know this information now. i'm happy for it to be at the next meeting and certainly my guess is it will change as the budget continues to be prepared. but it would be very helpful to have an understanding of where those open positions and recruiting positions are and what you think that the overall impact will be on the ability for the department to both serve out its immediate mission but also the focus around the strategic priorities?

again, happy for answer later but i think it's important as we think about the budget and the priorities. thank you. sure. i mean so thank you for that and we're continuing to evaluate that and i think you know, if we've made an offer then that offer still stands. >> it's the ones that we kind of have that we're close to there that that we have questions about. and i think it it you know, it's a it's a matter of us going back to the budget director and saying these are things we think we need and these are you know, they're just tradeoffs. right? and so it's basically the message is we need to pull back on our on expenditures. staffing obviously is one of those areas that is most impactful when you're trying to save money and we're aware of that. and so we'll continue having those conversations and you know, seeing where we can get with that it the category i think it was active recruitment. is that where you've made somebody is in the process if we've made an offer that offer

still stands okay yeah. >> thank you vice chair evans, thank you so much for the report because the director's report has also historically focused on some of the kind of pressing issues. i just wanted to kind of have a brief update for the public about the arvs in particular. >> i don't know if everybody caught it because it was right before christmas but the board of supervisors was did overturn the rv ban which creates a little bit of relief i would assume in terms of the pressure to figure out how we're going to address arvs, whether that's safe parking or offers of housing or shelter. >> is that accurate? well, i mean i think we're still very much focused on how we what our policy should be with arvs and how we ultimately

meet the needs of people, particularly as we think about the various populations that are served by that we serve. i think when we think about rv policy and we want to really focus in on families who may be overcrowded in rvs and you know, may need you know, we need to really focus on what the solutions for them are and we're still looking at are there places that we can, you know, create rv parks or things like that. we we're still working on what that policy should look like and i think part of it is really what is the vision of of the new mayor around those things and can we work together with other departments to cite some spaces where we might have more say, where we might create more safe parking? what are the populations that most need that you know and then how do we create the flow from that into our housing system? and there's a lot to consider and we've looked at best

practices thanks to our planning performance and strategy team who've like kind of looked at some things around the country and you know, sent that to the leadership and we will continue to work on that. but i think it's it's got to be a conversation that happens with the mayor's office and with other departments who are engaged in the same kind of working with the same populations. >> great. and so and similarly we continue to receive as commissioners concerns about families being exited from the family shelters and again, you know we we've spent the last couple meetings talking about the extreme challenges of families identifying affordable housing exits from the shelters that we had some issues with a problem solving dollars which can be assistance to try to help families stabilize and locate housing. and i understand that the providers have been working with you on communications in

regards to the policy change and i just was hoping you could give a brief update on that. >> sure. i mean i think you know, the big thing is that we all have the same goal which is to get families from shelter to housing to get families from the streets to housing to really focus on the needs of families who are most vulnerable to violence. things like that. i mean i think we all agree on that and i think what happened with this policy is that we need a better communication strategy and we have to plan it all the way through. and you know, we don't have a communications person and programs to kind of like help with that. and so we we we really took this as an opportunity to say internally we agree with the policy changes we have agreement from providers on these policy changes because they need, you know, some more tools to help move families from shelter into housing or you know and whatever that looks like the myriad forms

that that can take. but we also know that we want families to understand what their options are. we also know that just because we are responsible for the whole, you know, family violence system, we need to work very closely with the departments who are and you know, have a real discussion about how we create that flow, how we get the right supports in place and ultimately how we keep people safe. right. whether they're in our shelter waitlist or whether you know, they're doubled up somewhere, you know, what does that look like and how do we create those avenues for people? so i feel like we've had some really good discussions with the community in a variety of ways a variety of groups. we've met with a variety of families in different forums to hear what their experience has been and we're now creating a better communication strategy around the changes in the in the policy. but we're also creating i think a better communication template for any time we make these programmatic changes.

and so while i can't say like that we have that right here yet that's what we're working on right now. >> thank you for that update. and then i know we have an item specifically to talk about budget today but you mentioned budget the process by which we would be providing input into the budget. i also wanted to ask if you could clarify the inner action between the recommendations the the our city our home committee will also be making and the timeline do we have that laid out on a on a calendar so that we understand when will be receiving their recommendations? >> yes, just a moment. presentation yeah. >> okay. so just wanted to clarify but yes so that is actually in our chief of admin and finance committee whitley's presentation so you should have

a much better idea of what the process is going to be after that i mean that's that's kind of what we focus on today is really the process the overall budget instructions you know how we fit into that. and then again as i think you and i had this offline conversation about but we're also just finalizing all the recommendations that come from our various divisions in the department and in folding those into the budget process. and so next month when we meet is when we'll have the more kind of material pieces of the budget you know, that you might be asking about. but but this we what we really will hear about that process and how all the pieces come together so thank you and you know i think the main thing that i this is i think that's the third budget that we're kind of weighing in on and i have asked and is part of past conversations that we have that really time set aside to really look under the hood and look

and really review where the spending has been compared to budget, how those allocations have had meaningful impact in terms of the number of people served, the number of beds created and so on. and so i just wanted to make sure that we're really getting into the level of detail that i feel like the oversight committee should have a role in communicating to the public because i know that in my in my role as liaising with the public that is always the top question where's the money going? and so having the ability to point to a document that says not at a like a high level you know 60% but like specifically talks about, you know, this much we're putting into this many shelters for this many beds we're putting this money into, you know, navigation centers tiny homes parking and we can like provide that information is really what the public asks us for for clarity

around how the money is being spent is it being spent, you know, appropriately and i heard i heard that in mayor lurie's inaugural remarks that he's very concerned that we focus on those provide hours that are providing real value and real success and real outcomes and that we really prioritize on making the system more efficient so that we're getting more bang for our buck. >> and so i just want to make sure that we're using this process to really do those evaluations and and and and help educate the public about where that money is going. so that there's a greater level of clarity and understanding. right. thank you, commissioner guerrero. thank you and thank you for the concise report. >> it's nice to kind of yeah, just feel more engaged in the

conversation. >> so yeah and you know in my last meeting i obviously felt very passionately about the few data points around safety and dignity and just with these shootings you know, i remember a year ago when we began there had been some stabbings of staff also in the department which was really upsetting. >> so you know, i did have coffee with the mayor before he was elected at the beginning of his campaign to talk about the work of the commission a little bit and i'm just very grateful to see him as someone who has had his own anti-poverty organization that you know, works to address homelessness as a very kind of open minded and accessible person and with his you know, asking to increase so many shelter beds, you know, having directed a shelter even just the thought of having gone from 50 something beds to 80 something beds was very concerning because you know, kind of to the public comment around

training and safety like it was just really hard to come back from opening doors and taking people in before adequate training which i know i've said before but i think it's important for the public and the other commissioners to understand because after experiencing a certain level of violence or trauma like really that stays with the person. it doesn't just, you know, go away so i really i guess want to engage the mayor himself on those data points because you know, in order to even provide those services to have those beds increase to retain the staff, to have people want to stay there like we really do need to hone in on that. but i wanted to give you the opportunity to say, you know and response to the public comment you know, in the training manuals and all this kind of stuff like you know what your approach on kind of the strategy for looking into that has been in the more

recent times. >> if you'd like to share okay i'm trying to figure out what the question is in there for me so like public comment had mentioned that has the training manuals been updated? is there sort of an assessment of employment that's required by organizations? but i will say like more from my perspective to say there's a situation is there a way to engage around mental health professionals, things like that, like what the strategy might be? >> so there's a couple different things. i mean one is yes, our team is working on updating that the shelter training manuals that's in process right now and it's a good point. i mean that definitely needs to happen. i think the other thing that is important is each of these organizations has their own training plans. they obviously do a lot of things in in partnership with us in contractor and you know,

in their grant with us but they also have other things outside of us and they have their own training plans. a lot of them are very much engaged especially now in like trauma informed systems training in de-escalation training and they, you know, are heavily encouraged to do that. some of them have contracts with outside entities to work on that to do that training for them. some of them work with epa directly and so some of them are funded by directly. so it's you know, our piece of it is really to make sure that they have that that we have an understanding of what their training plan is and that we have updated our training manual which we're working on. >> yeah, yeah. and you know i think it might be good to again i always i'm hesitant to ask the department to do more work but you know i think it might just be good to find a way to make that information accessible to the public just so that it kind of indicates the measures that the department is taking. maybe it already is but if

there's a way to kind of say, you know, this is the way we are engaging adequate safety procedures with that we expect from the partners i don't know if you have thoughts on that but because it does come up a lot and because these really grave kind of situations have been happening just to kind of show, you know, the importance of the department prioritizing that but also again like really engaging the mayor himself on understanding how that's going to really kind of slow his ideas down and maybe hear it. he understands that. but i do really want to really have him see and hear from the public on that. and so anyway so i guess my other question was on that note kind of we talked a little bit about like people being properly assessed. i know that hummingbird was one of the places we were able to direct people that were higher acuity. do you know of if there are

other kind of shelters or places that say somebody need that serves specifically higher acuity individuals so in addition to having i mean so dpa has a lot of things in the works and you know happy to come back and talk about that and how we partner with them on those things. it's a work in progress so they do yes hummingbird is a place now and there there are other you know places that they have that we direct people to like summarize but like when but there also is an understanding that that they need more resources, we need more resources and we have been in conversation with them on a couple of different things that we're going to be talking about in the near future. >> awesome. and yeah i feel like maybe it's more just about finding a way to for us you know, in partnership with department to create a narrative around the fact that maybe there is a strategy need to place higher acuity individuals kind of who

have created threats to people that are closer to stabilizing towards permanent housing and permanent supportive housing and just creating a narrative that you know, this is a strategy is to kind of you know, assess people towards those spaces. >> i don't know i don't know if you have thoughts on that. yes. so that is definitely something we're working on both as we think about shelter and people's needs and shelter and and people's needs for support and shelter and know and i would say the same thing about housing. i mean we're really looking at the portfolio and saying okay, how do we make sure that we are giving people the best level of support that they need? some people need a lot, some people do not. we need to like direct our our somewhat scarce resources toward the people who need more obviously and that is that is actually a pretty big lift to think about that we've had a lot of conversations with department of public health about what it means to serve people in shelter who are at that higher acuity level and

what that model should look like and we are actively working on, you know, creating that model now i think the other thing that that i would say though in that is that and maybe not to pontificate too much on this but i but i think that we're in a time where there's a lot of violence overall. yeah and you know we have to figure out how we as a city want to protect our residents and really, you know, try to create a place that is safe and and trauma free. but you know, we are seeing some situations that we could not have predicted right. and so it's not always the person who absolutely exhibits the the that, you know, most obvious mental health challenges. yes. and so that's you know, that has been the case in some of these instances and we just you know so we also have to really think about that and what is

the overall like what kind of environment do we want to create in our system that really can address this for everyone and you know because because there's just yeah, i'm following yeah. >> you know it's it's in our you know it's like in our country and so we have to think about that as well as like how do we allocate resources in different buildings and you know it's a it's a few different things at the same time and that's why things like de-escalation training are really important for everyone. that's why the trauma informed systems training and working toward being a trauma informed system overall are really important even though that work is incremental and it takes a lot of time to transform a system. yeah and i just want to say that as somebody who has innovated shelter space i fully understand how difficult that is because also like if we're trying to serve culturally competent environments and prioritize that it just is really difficult to assess.

and so i totally i know that you are aware of that. you know what i'm saying that and i've also spoken to you about it many times i think again just coming back to maybe creating more of a narrative to the public since i feel the sentiment from the public is often why isn't this being addressed and the reality is that it is and if there could be more context to how actually difficult and complicated it is to do that it will kind of demonstrate the due diligence of the department just by being more transparent. another cool thing is, you know, as someone who did kind of try to be an innovator in these spaces is providing those deescalation trainings to residents as well that could be really useful because i do know that people staying in shelters want to engage in different kind of education and training and being kind of ambassadors within their own communities. so you know that's more for the providers side but i think just to put it out there as something that could be

recommended and let me just wrap up my thoughts but thank you for providing that on on hummingbird and the strategy there. >> and yeah, the last thing i want to say is i'm very excited about the new administration and kind of having this fresh energy to to shift our strategies and like be a little bit more innovative this year. i'm very excited to hear that you said you know it's a lot about collaboration across departments as i talk about often i at the vienna model that i went to study that was a major way that they were able to accomplish reducing homelessness was having kind of letters of support from the chamber of labor and the chamber of commerce for different kind of decisions that were being made for the city and kind of creating this narrative around how you know, reducing homelessness is beneficial to to labor is beneficial to like the finance

of the city. so overall the economy so so that's really exciting to me and i'll leave it there. >> thank you. thank you. >> thank you. commissioner slonim williams thank you very much. >> i'll be brief. >> first of all, congratulations and bringing the number of units that are offline down. that's the big challenge. so thank you. congratulations on that. i have a question and i'm sorry that are a nominee for being recognized left because she's the one who has the answers on insurance. but maybe this is something we could talk about on another meeting as a realtor i know how difficult insurance has is is for us for just buying private homes and condos etc. the l.a. fires are not helping yet and i know that, you know, supportive

housing is having that issue. so i would like to know what kind of thinking what kind of strategy are you coming up with budgeting conversations just you know, how is it just any thoughts on that? >> i'd like to at some point in the future have a report on that. >> sure. so actually director whitley is going to cover that in her budget presentation because that actually has a lot of impact on our budget. >> right. thank you. and lastly i wanted to ask you just to just the general question we every one of us walking in here today went through a metal detector to make sure that we did not have any weapons on us. i mean we've all known you know, i was around when you know, tragedy shootings happened in city hall. is there any thought about not

allowing guns in in shelter in supportive housing that we're managing or that's one question and the other thing what commissioner guerrero brought up i know that a lot of people that live there are would love to be ambassadors and would love to have some more control over what happens and it's it's for me it's disconcerting to hear that more attention and budget will be spent on people that you know i understand we can't help trauma we can't help what has happened to people in the past. we we deal with all kinds of people but my heart really goes out to the person that really needs a shelter, doesn't need a lot of hand-holding and perhaps and to take budgets away from them to you know, we just need to really rethink this how are we how are we housing people together? how do they have guns?

what's their until equity level ,you know, things like that. so these are just thoughts that i've been thinking of since that incident. understood. so there are two things. one, we don't allow guns and shelter. oh the incident that happened happened prior to the metal metal detector for one thing. so outside on the sidewalk just like right in the entrance. so that's we don't allow i was not aware of that that guns and shelter that was a it was an unusual situation as i as i said some you know we can't it's very hard to account for everything in that said we we really want to like look at the policies look at the security firm, look at the things that could be different and you know and make changes where needed in terms of housing. you know, people in housing have the same rights as anyone else and so we are working with the city attorney right now on what the you know, what the weapons policy should be and

whether we can make changes to it. but that is generally you know, the law. so if people are living in housing they're paying rent just like anyone else pays rent. they have the same rights as you as u.s. citizens which means like if they you know, have the same if you know if they haven't committed felonies or like, you know, those kinds of things they can carry a firearm. so we don't have at this point in time we do not have metal detectors at the at the front of those buildings and we but but that said, we are also working on the policy around that and continuing to work and engage with the city attorney and when we have that updated policy we can bring it or we can share with you. >> thank you. and policy around having felons on bail. >> no, no, no. >> i'm just saying around around this around guns but nothing around having committed crimes or well that's and that's a separate issue. >> so if you're talking about having a thank you thank you

commissioner mcguire. >> thank you. and i just to add, you know, i think as we think about the resources that people who have a higher level of acuity need, it's not a matter i don't think of taking money away from one person who needs our work, our services to give it to another. i mean there are resources like you know, medicaid resources that are really there to focus on people with highest acuity with behavioral health issues. you know, that's why some of a lot of that money is being directed to that population. there are ways that we can kind of package those resources into the right setting to really provide what we need to provide for folks. i was just taking that from from what you said so yeah, i understand. >> thank you. >> great. so first director, thank you for the report on slide eight

on the homeless prevention i just wanted to leave a placeholder here and also i guess communicate to my colleagues and the public as well. i understand the department is looking at the efficacy of this program and trying to get an assessment over the to be able to articulate how effective this program is. i, i do want to say through my work looking at the inflow and outflow that prevention is if it has even a fairly marginal success rate is by far the most effective in terms of per dollar spent and so but it still continues to get it fairly marginal part of the overall budget. and so i just want to it's more

of a comment than a question but i just want to put a placeholder out there that i would love to see more data around the efficacy of prevention and and you know it'd be great if we could set up some sort of control group that you know, people that could have qualified prevent prevention but we were unable to provide prevention and then track that over time against the group that does receive the intervention because i think if we could put a number on this i think it would become a lot easier to increase the budget for prevention which would have a concordant second and third order effect on making life easier downstream because if we can stop them from be helped prevent them from becoming homeless in the first place that's obviously a tremendous amount of cost savings. a question well if you want to provide comment you can and no, i think we agree about

prevention. it's a really important resource and it's even more important as we look at inflow and and the number of people who are becoming homeless every day unfortunately in the united states. >> so right quick question about slide nine. how much of the san francisco emergency rental assistance program budget is federal of nature and how much of that is expiring with the covid programs? do we know? sorry gigi, how much of the emergency rental assistance program budget is of federal sourcing and sorry so gigi whitley, chief of admin and finance for the department so none of the resources coming to the department for prevention are federally funded. >> oh okay. so the erap program has no

federal so the erap program is a partnership with most cd and most cd has administered that piece i'd have to get you where they are but my understanding is those were sort of one time infusion of funds that have been winding down and so this was going to be part of my presentation but just then our way bit of a review is that some of the thinking in the city's own ramping up of prevention and was the thought that we had an opportunity with the biden administration we were hearing from hud that they were interested in this. obviously that didn't come to pass under the biden administration or because in the congress so you know, we've really been using those one time state and federal resources plus our prop c resources and now we're seeing the impact of some of those one time resources, you know, drying up and just our local

investment when i started with the department our prevention investment was $2 million and so we've gone from 2 million to 74 and part significantly because of the prop c investment right. but i think it's you know, part of what you'll hear me say is, you know, hearing your priorities from the commission, hearing the priorities of the public and ways in which we can work that in not just to our budget proposal but our advocacy. >> can i just jump in really quickly here just for director atlee during your presentation, could you talk about the federal funding that may or may not be coming to the department or the city if you draw? >> thank you. it'll be a short answer. i just wanted to give you time to think about that. she doesn't sound like she needed a lot.

>> thank you, director. so we don't cry. yes. uh, a quick quick question for you, director shereen director mcspadden. >> oh, yes. as you can tell i'm getting over losing my voice so i'm struggling on multiple fronts here. it's a big drop in november. i'm both problem solving resolutions and housing placements and really more of the problem solving resolutions and the placements. and i was just wondering if if we had a sense of why that was . yeah, go ahead. director cohen yeah. >> thanks. thank you. hi everyone. emily cohen. i'm you know we changed the problem solving model a bit just a few in november actually

. so that is the result of that due to budgetary short falls in the fund. we went through our funds earlier then anticipated in the year and so we had to pull back on the eligible uses of those funds for the remainder of the fiscal year. >> okay. that explains that. no, no, no that's yeah, that's fine. and then i wanted to second commissioner azlan and williams. that is a very welcome progress on getting offline units back online. it sounds like working with the providers giving them you know, meaningful guidance i guess on how they can turn that around has had a material effect on on that. and do you see that trend continuing or is it sort of plateauing about where where we

think it's going to plateau at yeah, well i think it's continuing and we've really been focusing on these units that have been offline for a long time obviously and so we'll have to track it and see but it's you know, it's a mix of things. i mean one is the corrective action, the issuance of corrective action but the other is when providers come back and say well we've need we need resources, we've been able to help with that. >> so we'll we'll report next month and maybe we'll have a better idea of what the trend looks like after that. >> great. that's fantastic. i have one last question but before i get to that question, i wanted to second the public comment about demographics. i think that's very helpful for in terms of of understanding our various cohorts. i know the department is doing work on cohort analysis and i'm looking forward to learning more about that. you know as as that work matures and becomes ready to

you know, really discuss publicly. but i'm i'm excited about that too. >> we're very excited about that work yeah i think that's going to provide a lot of useful pointers both for the department, the administration i think it's commission i know this commission that's with us is the earthquakes. >> we just have another one. we just had another one. no i, i like why do i not feel the that's the this is the second that's another row seven yeah yeah and there was one oh yeah i thought somebody hit i don't want to be here when they're well with that lead up to my last question it's all this earth shattering. >> yeah. information yes. >> sorry. is everybody settled down enough? yes. okay. all right. >> it was it was your initial reports as a 2.5 very near to where the seven and one half

okay. so we're it's a small it's a small one but it's close by so yeah. >> okay. >> i really need to get my earthquake detection turned up on the family and adult shelter waiting lists 95 families joined looks like 21 fam if i'm reading this right 21 families were placed in shelter. i'm assuming there weren't any that were placed in congregate that the 21 represents the totality of families that were placed. i guess one question i have is how many left the how many people how many families left the list without getting shelter, without getting shelter and do we have any visibility into why they like were they able to get shelter on their own or did they just get frustrated or are they now completely unhoused? i don't i don't know if we have

any insight into i guess the outflow of the waiting list because i see that the 278 are on there. i see in the 95 coming in which is roughly what 29%. so how how are we stabilizing this shelter list? >> good morning, commissioners. marianne sanders, chief deputy generally the families that left the waitlists without placement in november was roughly around 263. it's on the appendix slides if you take a look there and it's a number of different reasons as to why families leave the waitlist they could be um responsive to um attempts to contact to give them a shelter bed. it could be that they've declined or they have resolved their episode of homelessness on their own. >> thank you for pointing out the appendix lines. i didn't i didn't see that.

yeah. thank you. that's incredibly helpful. >> all right. thank you, vice chair. thank you. i just wanted to pick up on the thread about a high acuity folks and safety in our shelters and housing. >> is it correct that one of the recommendations around coordinated entry the redesign was to also capture some more of the behavioral health information and make referrals ? >> is is there not a component that were our responsibility for making referrals? >> good morning again, commissioners. >> i'm not sure i quite understand your question. can you restated please? yeah. so in the coordinated entry process there's a lot of information gathered including asking people about substance use disorder and other mental health challenges that people have experienced, medications that they're on and so on that

a lot of that information is collected and the coordinated entry. it's my recollection that some of the redesign work was looking at how to use that information to make referrals. >> is that not accurate? not quite. not quite. >> okay. how the redesign process was basically to address some of the systematic issues with accessing resources through the coordinated entry system in general. but i think overarching we do want to understand what are the barriers that you just mentioned and make a better pipeline to ensure that folks are connected to the resources that they that are not traditionally in our system or and through other systems of care? >> exactly. exactly. so you know, it's my understanding that, you know, we've kind of got this one door concept right to the solutions that we're trying to deploy. and while the department of homelessness and supportive

housing does not have the resources that each has for behavioral health, we when we have the information about those people needing those assistances, we make referrals. >> is that right? so i'm just wondering at one point does probably make sense for us to get a little bit further into the interconnection between the two departments and how they're playing so that we can understand that how we're contributing and supporting their work of getting people access to the services that they need and vice versa. how is helping us to keep stable and safe environments in these facilities? >> yeah i think the recommendations that are going to come out of the redesign work one of the things specifically is around the many right doors that are in our system to be able to connect folks to services within the full kind of system of care in the homelessness side and others.

and so i think that will be focusing on how we leverage those resources like you're saying to better enrich the services provided to folks seeking assistance through the homelessness response system. sounds great. what's the timeline on the coordinated entry redesign work? i know hcb has really been working on that. are there other milestones coming up with that work? >> yeah, we're are we? >> yeah we're kind of bringing that process to an end and will be able to kind of put forth a set of recommendations that are going to come out of that process pretty soon. >> like in like february march timeframe or yeah, yeah. yes. >> okay. thank you so much. yes, we are looking forward to that. >> commissioner evans the other thing i was going to say is in

addition to the coordinated entry system i think i think we could come and talk about the work that we're doing with the d p h hits in so many different places but if we wanted to focus in on just behavioral health i think we could do you know we could figure out how we want to present that either with them or or at least with their participation in kind of getting a presentation together. so we have talked about that. i know you've asked for that. the commissioners have asked for that at various times and i think it's just been like okay, how do we narrow it down to something that is meaningful for the commission and what does that look like because we've been doing a lot of work with them over the past couple of years and particularly in some areas you know, overdoses for instance or really working you know, like or with the restore program where people agree to treatment and we have, you know, shelter for them until you know so things like that and but there are other things as well and so maybe we

can figure out how to shape that and bring it to a future commission meeting hopefully this spring. >> debbie great. thank you. >> thank you. commissioners and the public. our next agenda item before we actually move to it, i want to take a five minute break. give us some time to gather ourselves to discuss the budget process. so let's reconvene at 11:00 . that was my first yes on a time crunch. i was getting this places us on item ten our budget process overview for the department homelessness and support of housing. chief of finance and admin gigi whitley.

and before you begin your presentation can i know that we shared this twice for third time's a charm of the intention of your presentation today and how it aligns to the presentation for our next meeting and some brief general expectations like what are you expecting from commissioners so that we make sure we focus on where we are now today and then where we should be next month. >> is that okay? thank you president but are you taking my introductory comments so i appreciate it. good morning again everyone. great. you see her pronouns? i'm the chief of admin and finance for the department and it's a pleasure to be with you. i have are each as each budget director christine rollin with me to help answer any questions and i'm very excited to say so this is my eighth year in the department was here from the beginning and this will be the

first month that we have a fully staffed budget team so. >> so what does that mean for the commission? i think it will mean that we will be, you know, continuing to iterate and improve on the kind of reporting and information that we can provide both the commission and to the public. so i just wanted to share that happier news. i'm glad as you said president butler, this is really an opportunity to sort of set the table and kick off the what is a long budget process through july of this year. this is our first public meeting and it's really an opportunity to hear from the public and all of you what are your key priorities given you know, some of the knowns and some of the unknowns and what

should we be and how do we then take that input, incorporate it into our departmental proposal and that will be coming back to you at the february 14th meeting. >> so with that the first couple of slides are really just a bit of a refresher about the adopted budget and you know getting closer to that goal of trying to to you know, vice president evans point to try to tie the numbers to the the units and what we're doing with this investment in homelessness. so i'll be going over the adopted budget we in fiscal year 2425 will be the city has adopted a rolling two year budget process as you know so we'll be reissuing a proposal for 2526 and then proposing fiscal year 2627. i've got some information for

you by program and service type and then by population. and so next slide is just maybe a refresher from our last meeting. you know this will be our second full cycle with you and i think we're learning as we go how to do a more upfront budget process internally but really you know how to incorporate your inputs. so again thank you for your patience as we stood up the commission and made 2023 and this is really our second full cycle we currently have an $846 million budget. i will say though that the budget is based this year on a lot of one time money and money thatas come in in prior years through mostly state grants that we are continuing to spend down. so when you think about

services going out or our contracting authority it's really almost closer to $1 billion instead of 846 million because we're rolling over a lot of money and we've set up a lot of multi year spending plans so that's a little bit of intro into year two of the adopted budget. you'll see that it goes down by almost 20%. that doesn't mean services are being cut by 20%. it means a lot of that one time money was budgeted to carry forward next year but it does reflect some one time prop c fund balance that we budgeted as well as a pretty sizable you'll remember i was here for our h hap grant and so that is the big swing in the revenue and then 3% reduction in general fund support also due to some onetime funds. so the next slide is an overview of our budget by

program areas and you'll see as in prior presentations the majority of our funds go to all sorts of housing housing supports to keep people that were formerly homeless to we've housed in that housing as well as you know the next largest category is our shelter and crisis interventions. and then you know you'll see here on the chart that about 43% of our budget is general fund supported or other local funds say work orders from other city departments 43% from the gross receipts tax for our city, our home and then federal and state funds make up about 14% of our budget. >> the next slide shows how the current year budget looks by service type really trying to

drill down a little more closely into those program areas. so you know we start with coordinated entry less than 1% of the annual budget that said we're using some of that prior year appropriation to support our coordinated entry staff. so you'll hear me talk about this throughout the presentation where there are structural mismatches between the annual budget and our services. as i said, housing represents the largest component almost $500 million or 60% of the budget going to housing and you'll see there the breakdown of those more than 13,000 units overall. but it's a mix of, you know, permanent supportive housing scattered slight site flex pool which is permanent supportive housing and then emergency housing vouchers which is also

permanent supportive housing but really leveraging some federal subsidies for rental the rental assistance with local funds for services housing ladder which really tries to move people out of pch and up the housing ladder into more self supported housing that requires a more shallow rent subsidy. and then we also have launched pretty recently a housing a shallow subsidy program. outreach makes up less than 1% of our budget and that's really predominantly dedicated to our as have hot team. >> we've had a little preliminary conversation today about prevention. prevention is predominantly all of this is our city, our home money and it is made up of many components including the emergency rental assistance program our erap program

portion of these funds our work order to most cd for their share of that program as well as eviction defense and a right to counsel. and so most cd implements that piece. we've got some shallow subsidies within prevention as well as one time problem solving funds that we've talked about a little today and then about 24% of our budget is for temporary shelter and crisis interventions and you'll see here the percentage breakdown you know, our investment and navigation centers, our investment in non congregate shelter are legacy sites which are mostly congregate and transitional housing as well as hotel vouchers, temporary shelter services. this includes, you know, several services but mostly it's our food budget which i'll talk about in a bit. next slide. and so this is also, you know,

setting the table getting a better sense of of the budget. let's start slicing and dicing it between populations and so this is you know something i know this commission cares about and we've been working over the last year to try to tag expenditures in the budget system in a more intentional way. but you'll see here by this slide a lot of these services are exclusively for adults. but when you see the word mixed it means if there is a building where we have families and adults we've probably characterized it as adults and so it's not the level of precision yet to really see, you know, each investment by population you have to go to sort of a larger spreadsheet to do that. but i do think, you know, given the additional budget staff capacity, some improvements in

our system and then you know thank you very much for agreeing to support our contract management system which we're working on. you know, when that comes online we're really going to be able to drill down in a way we haven't been able to. so one wanted to just put that out there. next slide is overview of our youth budget. you'll see this we we've talked about the youth budget maybe a little differently when we showed you the budget in may we talked about the save for families initiative as part of the family package in the actual budget system that's captured as youth funding. and so you'll see there's $10 million as part of the existing budget for parenting pay. but that is part of the save for families initiative. a large portion of this youth budget is one time money so 66 million is one time money and that includes 30 million for capital investments.

there are 759 housing units and there is about 335 prop c t units in the pipeline and about 312 use shelter beds that would include a small portion of shelter beds for minors that we support as well. and then the family budget 97 million is programed for this year if you think about that 10 million for parenting and the previous slide 40 million of these funds are also one time and these funds are going to support almost 2000 units of of family housing which some of those slots are in the pipeline and a little over a thousand units of family shelter. so that gives you you know, ain a high level view of our current budget.

a lot of these funds are one time money to support multi year investments and like i said, the annual budget sort of may understate some of our current funding capacity because we're putting a lot of money out the door but what it brings forward to this commission is that we do have a structural issue in our budget and you know we will continue to need to grapple with that with the new mayor and his administration. >> so so going to the mayor's budget instructions these were instructions released in december by mayor breed's team and so you'll see that we don't have yet a full picture of mayor lurie's policy priorities but we can give you a little insight into what we we we do now.

and so i'll start with the city's fiscal outlook. the city is projecting a general fund deficit of 876 million over the two year budget cycle or $253 million shortfall in the coming year and then that balloons to 623 million in the second year of the budget. >> really the key drivers are the rate of expenditure growth in the city is far outpacing our general fund revenues over a five year view expenditures if they stay on the same track are growing by 1.7 billion and revenues only expected to grow by a little over half $1 billion. >> some of these increases are being driven by salary and fringe benefit costs for city employees is we have more than 32,000 employees and 305 million of the increase and the second year of the budget is attributed to that 55 million of the deficit is sort of tied

into our budget. so it assumes that you know, the one time shelter cliff that we've been talking about is that there there is it is included in the deficit and why is that good? we want the mayor's office to budget around a deficit number that include in that includes solving that problem. so i was although this this is no good news that was a little bright part that they were thinking more broadly that this wasn't just an age problem along with that there is some one time opioid funds that will start to expire i believe and then 50 million of the deficit was for anticipated increased costs for various november 2024 ballot measures that were approved by the voters. >> so going to the next slide some of our current year budget issues that we were that we will be grappling with a lot of

our general fund support the 43% supports critical housing, emergency shelter outreach and other critical services. the cost to deliver those services continue to increase every year insurance costs are going up food the cost of housing subsidies, the shelter bed expansion was funded with a lot of one time state and local money and that's created a sizable structural problem in our budget along with the problem solving money that was funded with one time money. the second sort of known unknown is that you know over the last several years the our city our home fund has been very volatile. it's a one tax fund and so if there is a large appeal to that tax that can mean a $10 million swing in the fund revenue projections will be announced in january and then starting in february we will start having

liaison meetings with the oversight committee where they will be able to give you know, we'll have the updated revenue projections we'll have for them a six month look at budget versus actuals and will be able to hear from them what their funding priorities are. we'll meet with them again in march to give input to the mayor's office and then we expect to present to the committee in march and then the mayor's office would present their departmental proposal in april i think to commissioners evans point may be a point of discussion for this commission is how much of that information would you like here at subsequent committee meetings and and how would you like those presentations to roll up here so that the committee is also making those recommendations to this body? so i haven't mapped that out for you.

i've really left that to the commission members for a discussion item. next slide. this is just really trying to clarify the point here about how much of our new shelter capacity that we opened since 2018 was really because of some influx of support from the state. we really used the local funds to do a very large aggressive expansion in housing and the state. we leverage to do, you know, more immediate shelter. as i said that little area under this blue line is part of the overall deficit projection and 2526 it doesn't mean that the department won't need to come up with solutions but as i said, it does mean that the mayor's office is thinking about this as a citywide issue . so going on to mayor budget priority is as i said, this was

really the priorities that mayor reed laid out and i expect may some may change, some may stay the same. we heard a little on the first day and at the inaugural from marilou lurie about his priorities. so you can see here these are, you know, relatively general and i think we're hearing some of the same priorities from mayor lori as director mcspadden said, you know, on day one he announced a hiring freeze the approval of new contracts will need to likely go through that policy leadership to make sure that's aligned with his priorities and there's a big focus on accountability including departmental accountability, collaboration as well as you know, accountability and efficiency from any of our service partners. >> so we are you know, we've

been meeting with the transition team a bit but i expect we will have more information on as we go. so it's a bit of a uncharted territory for us that we're in the middle of the budget kickoff but we don't yet know what exactly this means for our department. so just going to the next slide, the mayor's budget instructions have been to permanently reduce general fund spending by 15% beginning next year for hsc each. that would be equivalent to a $46 million cut and you can go back to the slides and pick out you know, the general fund column and 46 million and maybe tell me where you know what what is a lower priority at that dollar amount. it's a it's a really large amount and so we have been instructed by the mayor's budget office that you know,

under mayor lori we expect homelessness to still be a priority and they are not expecting us in february to propose a $46 million cut plan. what they are expecting is that we are in close dialog with them, that we are being creative, that we are looking at new revenue opportunities and internal efficiencies to fill that gap and i can walk you through a little bit of what we're thinking. so again, just to finish the slide, a 15% reduction there will be a question about our cbo grant allocations and some information that we will need to provide the mayor's office probably after the budget submission about outcomes and what are these services for and onus on the department to demonstrate that these organizations are are are meeting their contractual obligations and cost effective look at reexamining any contractual service or non

personnel expenditures that may be redundant or unnecessary. i mentioned mayor larry's housing freeze so it's not just considering a housing hiring freeze but we will be doing a hiring freeze. it's a bit of a blunt tool as director mcspadden said if we have a written offer we'll be able to still make those offers. but a lot of the recruitments that we show you are maybe staff that we already have on board that are in temporary or short term positions that are being converted to long term positions. so i am hoping there is an opportunity to explain what each of those positions are and then answer commissioner albright's question. we just got the download of what was frozen late last night and are looking at where those positions are and what that means for our recruitment plan as well as some of our plans to convert people to permanent. so more to come on that.

the other sort of broad strokes and budget consideration is we do anticipate mayor laurie's office to be looking at various consolidations that may be program consolidate ones that may be departmental efficiencies more to come. haven't heard a lot about that and the budget proposal does have a reflection downward of the cost of doing business that was loaded in the budget and june so you may remember there was no cost of living increase for community based providers this budget year 3% in the coming year that's been reduced to 2.4% to align with cpi. i you know you've heard me say that the cost of doing business adjustment isn't nearly enough to keep up with the cost to

administer these programs to pay people living wage, to keep up with the high cost of food and insurance and others. so some of the approaches we have been thinking about teeing up for the mayor's office are really twofold. one is a revenue strategy. you know we are closely watching the state and expect to get at least one more round of each hap funding maybe two. we are planning to be very, very aggressive about new encampment resolution grants in the spring and putting more of those in to commissioner lagunas. question prevention or problem solving is an eligible use and so we typically use those grants for brick and mortar shelters or our cabins. we may want to think about a strategy where that is a solution to get people out of

encampments or off the street and to plug some of those gaps there so that you know, more to come on that we're being we're continuing to be hopeful that the medicaid waiver that the city has through 2027 you know, that is the legal waiver we we have a lot of unknowns with the new you know, president trump administration coming in and what will happen there anecdotally my staff has been telling me they've been hearing from their colleagues that, you know, it's not just california that's benefited from this waiver but texas and other more maybe right leaning states are kind of all in on this medicaid waiver. so we haven't heard yet about risk to those funds and we're continue doing to pursue an aggressive strategy for those communities supports that are

part of the medi-cal waiver. you've heard me talk about calling we budgeted $9 million this year. we're on track to receive at least 7 million in revenue because of the excellent work of the staff to bill and we're being very aggressive with deep about also utilizing their global payment plan which is sort of the same bundle of services but it's for the uninsured folks that can't qualify for medicaid. so a little bright spot on revenue. that's that's one approach. the second approach is really around i think efficiencies that are going to take more than february to come up with and maybe be more of a two year conversation with the mayor's office. but where can we be more efficient on how we're delivering meals to shelter? we have a very expensive meals budget. some providers cook meals on site. most of those funds are provided through you know meals

on wheels are is that is that our best thinking? >> are there ways we can leverage other funding opportunities within the city to cover those meals? also looking you know really strategically about where our access points are and how we're funding those and whether we can do a more strategic look at leveraging a lot of the city's sites. you know the city has workforce hubs and they have family centers, you know, and dcf has programs throughout the city and do we want to see where we can be able to deliver homeless services coordinated entry those kind of services at sites that are already established and leverage those dollars we have a strategy with d h to continue to leverage the state's behavioral health dollars and so those are some of the ideas we are thinking about.

and then the last one commissioner ross i was glad you brought up insurance that was one of the first things on our transition list. you know way before what we're seeing in southern california with the fires. but we know already we are paying millions and millions of dollars in our shelter contracts and our permanent supportive housing contracts to support an increasing cost of insurance and we're having our providers be at risk for not being insured. and so really talking to our partners at the mayor's office of housing and community development and trying to bring in risk management on what's going to be the city's strategy because using precious homeless starter dollars and others to subsidize you know, those private insurance cost when a lot of that insurance is really to indemnify the city you know gets a bit circular so hoping that we can put that on the new

mayor's radar as a cost saving option. >> the final thing we're thinking about which is something that's also come up here at commission is how do we get out maybe of from these older leases if there is an opportunity either with prop one funds or other opportunities at the state to purchase sites, you know, can we leverage those one time capital dollars to get better sites for permanent supportive housing and repurpose some of our sorrows to maybe more short term stays? >> so those are sort of big strokes. i know those are very general but i wanted you to know that meeting the target of this size you can kind of do it two ways. you can start cutting really critical programs and create a lot of i think pain only to see that they're restored at the end or use the time to really try to be creative about what are some of the structural drivers of cost.

and so we are hoping to pursue the latter approach with the new mayor and i'm sorry if i've gone on too long. the next slide shows you the budget timeline. i'll be back here on the 14th but in between that time we will be meeting with stakeholders our provider hours to try to get more input. >> february will be our second public meeting. february 21st is the statutory deadline where the budget is due to the mayor's office and then i think a lot of conversation in february and march and i again would love to hear from the commission how you would like us to bring back or incorporate those proposals or updates at future meetings. so with that i will stop and i appreciate your patience and time. >> thank you. thank you. >> okay. so when i open up to the public

for general for public comment around this issue and just as you're making your comments if you don't mind just using this document to reference where you're where you're coming from . okay. i am actually not going to be able to reference the document and you'll see why in a minute. i'm flo kelly and i volunteer with the coalition on homelessness and i want to present a very important idea of how the city can save money and save people's lives at the same time. i'm currently reading a book by tony sparks who is currently an assistant professor of urban studies and planning at san francisco state. and if you have not read it yet

you must read it. i'm only just beginning so i got the idea but i'm very interested in all the details. >> so tony sparks writes in detail by the way the name of it is tent city seattle and okay. and the subtitle is refusing homelessness and making a home with the idea in mind that if you are in a tent in your swept and you never know how long you're going to be in the particular place that you are and do you dare go and deal with your doctor because you know that you're you need to be there for your appointment. >> it's people are feeling homeless when they're being swept and when they have no idea what the next day what the next hour is going to look like. but if those same people come

together and build their own community they have a sense of self and they can actually exit homelessness in a much better way. so here's here's what's what he's going to what he's talking about. he writes in detail about a group of people who lived in their tents on property owned by churches. tony sparks describes how people made up their own rules spelled out the jobs that had to be done and they had the residents take turns doing their jobs. tony sparks got a special look at what occurred because he himself decided to be a very thorough researcher and he lived there for seven months

inexperienced. what they did and the community trusted him and let him know what their deep feelings are. >> this the subtitle? yeah. okay. i already said that. okay. sorry. the city can really save a lot of money by not paying organizations to corral and be in charge of people's daily lives. >> this model would work for tents as well as for people living in their rvs. thank you. thank you so much. >> i hope you all have a chance to read every single word. thank you. hi. good morning. happy new year. lauren hall i'm the co-chair of supportive housing provider network and the co-ceo for dish . i just had a couple of comments on page 14 on the mayor's budget instructions. i think overall i just want to again reiterate that the supportive housing provider network is eager to partner with the city on conversations about sort of the strategy

issues around long term sustainability converting existing sro that's being used as supportive housing into other models and run to be a partner at the table. so when those discussions are happening but also thinking about the kind of a lot of the conversations i've been having about provider accountability and whether we're meeting our outcomes and sort of putting my dish hat on, i will say there are outcomes that i don't meet that are due directly to the lack of resources and the lack of staff on my end and i was encouraged in a recent monitoring to report when bringing up some deficiencies on my end was to ask the city for more staff and maintenance to ask the city for more support so we could provide free laundry. and i just found it an interesting way to look at that. it's my responsibility to ask the city for more money when the city has to cut millions of dollars from the budget. and so just thinking about the nuance of those conversation that often a provider may look as if there's something that we need to do and i take full responsibility for the pieces that are directly due to the performance of my staff and

myself. but i think when there is this sort of narrative that the nonprofits issues even with sort of getting down our vacancies i heard you say we sort of got guidance and we also got resources as we got actual dollars to turn those units which was really the barrier on my end and so that it is a conversation that goes two ways and so really hoping that the commission can help in educating the mayor and we will be doing the same around that this is a two way street that there is not a provider out there i don't think that wants to do the best job that they possibly can. and when we're looking in these times of real scarcity we have to be careful that we aren't throwing one aspect of the system under the bus and then creating more deficits and challenges for us to do this work. i think we have an amazing opportunity with new leadership to rethink and to get more creative and i really look forward to having the providers to be a very strong voice and we're expert in a lot of these issues about what's happening on the ground and hope that you'll continue to encourage our voices at the table and thank you. >> happy new year.

thank you. if i may just briefly if i could restate what i said i would have said guidance and support. so thank you for that comment. thank you. >> any remote callers there are now callers in the future. >> okay. i have to step away but we have vice chair evans commissioner ashlan williams, commissioner guerrero, commissioner albright, good luck to and vice chair i can facilitate thank you. >> no problem. >> so thank you very much for the presentation and and i just wanted to start off with the discussion about the decline in the general fund. you pointed to that as the main reason for the deficit is that i say that in the right language. i'm sorry could you restate your question so we've got a

general fund target reduction but just going back to slide three, our general fund isn't really going down that that thank you. >> that's exactly what i wanted to confirm. so the general fund year over year is going from what to what three hundred and 15 million and some change to 306 million. we had some one time money that was reappropriated but essentially a flat budget. >> and what about the ocho fund specifically? >> so then the ocho funds are in that big revenue line and you know a large majority i'd say 100 million or so of that is one time funds. >> but the overall fund the overall ocho fund projections are up or down for the year. >> do we know so we have no we don't expect right now we don't have any changes to the current

year budget. we are expecting to get an update to the projections sometime in january. >> okay, great. and then an excuse me i'm sorry to interrupt you that that'll be part of the presentation to the ocho committee i think at their february meeting where they'll also hear like a budget versus actual deep dive about the entire fund, not just our budget. >> great. so and then what i know is from the passage of prop m and working to try to address some of the challenges that we had with tax payers filing for us settlements they were basically saying that they weren't being taxed correctly. i think the latest one was lyft suing the city for $100 million but not all of that as the ocho funds that include is inclusive of the gross receipts tax that is the business tax that goes

into the general fund as well. >> my understanding from the comptroller is that prop m did not excluded intentionally the our city our home funds so think of that it's as its own fund that's how we think about it and so if revenues up if there are appeals you know that creates the volatility it's not passing through the general fund as you mentioned. >> but one of the things that prop does going forward is extends the tax base to more tax payers so it'll be less volatile. so one of the things that it does do is actually increase the number of taxpayers that are paying into the fund making it less volatile. the second thing it does is it also helps with those industry categorizations that were a basis for a lot of those appeals. >> that was the erosion. so we would project there would be fewer requests for appeal going forward.

>> so i think i hope more stability. yes, exactly. so so that's all great that we're that we've accomplished that with the passage of prop m ,i also know as a taxpayer that i don't actually file my statement to the city and it's not due until the end of february so you'll have a better idea also of the projected additional funds that will be coming from the homeless gross receipts tax. >> i think it's also an april right? so you know our office others we rely on the comptroller's office to get that money from the tax i mean get those indicators from the tax collector and then do those projections. there's usually a lag and so the information will get in january is probably going to incorporate where they landed at year in and some preliminary information and then again in april. but what has happened and why

we created a relatively large reserve in the fund is that we were outside of the budget in june. then those final revenue numbers were coming in in july and in august we were rebalancing because they weren't robust enough. so i think that there there is a lag they will there will continue to be a lag. i'm heartened like you that there will be more stability because that's been the hardest part of managing the funds even if there's a downturn, how long is that going to be? is this just a one year blip? can we make up some of the one time money that we think we're losing with a higher revenue amount? >> exactly. and then when would we have greater clarity around the state contribute and. >> great question. so the state contribution to that i mean the h yes. so we the h six is we know

we're getting they say that, right? yes, we know we're getting we will be we have to apply but we will be applying. what we don't know yet is about whether they'll be in h seven and whether that will be part of the governor's proposal in january or whatever. that is unlikely or if that will be part of the may revise. so you know they are appropriating the funds we don't get them till a fiscal year later so we know going into this budget we will have an h hep six allocation that we are hopeful will be pretty consistent with last year's you know, 40 some million dollars sounds great but we also know i'm sorry is that there will be additional rounds of those encampment resolution funds and we'll be able to apply the final good news is that some of the prop one money is rolling out with homekey plus and you'll be hearing me talk and

future commission meetings about our intended applications to go after some of that money as well. >> sounds great and i have put this request in to director mcspadden and i just wanted to put it into the public record that my request is that we have a detailed line item, a budget including inclusive of what has been the prior adopted budgets and the actual and the number of beds or participants that that has impacted. >> and i just point to the level of detail that the committee works with and i would point to like the hud report which gives the line item detail by sight. >> so i'm looking for a higher level of detail that is not just ocho or just hud. i want to see a comprehensive h

h view of that as a as a resource for for planning but also for communication to the public about how we're spending and how many people are served so that way there's not these weird conversations about you know, we're spending $800 million on 8000 people. so for example i know you've you've heard that one a few times so that that would be my request and i don't know is that possible to get by the february meeting? >> no. so that was just to be honest with you like you know, i started with good news is that we finally have a fully staffed budget team. >> we are hampered by our data system so i want to be very clear on that. it is a very manual process because we can give you a line item budget but then tying that line item budget individual contracts with blended funding sources and then matching that to outcomes is you know almost

impossible with the system we have now. we also went through a massive financial system upgrade in the city and to be frank we are still as a city grappling with getting clear consistent reporting out of that. so we are working on it. we i, i want that more than anyone in this room and we are making progress. we are making progress. but i think it you know i would love maybe in a working session to be able to share here's what we have and maybe get some input from maybe one or more of you about ways in which we can make it more transparent and digestible when we know it's not as comprehensive as we like. so you mentioned the ocho budget a lot of manual support dedicated staff at the comptroller's office but it was also brand new funding and so

we could set it up with the reporting in mind. we don't do based budgeting in that way and we've moved to many, many blended contracts so but i hear you loud and clear commissioner and i share that goal and i would love some impact input on how we can do better with what we have think thank you. >> i appreciate that and it occurs to me that because of the timing of how this sequences is the january february look c is going to be outdated by april right? and so and then once you're working in hand with the with the mayor but between april and when it gets to the board of supervisors july it's going to change again and then we never look at it after july what happened. and so i almost feel like we also should be kind of thinking about how we look at budget throughout the whole year so

that maybe there's a report in august that basically says this is where we landed. so there's like a biannual like this commission is looking at the budget january, february and then we're looking again in august so we can kind of see and and for those that we're able to attend the august meeting that that is what we presented did try to show the changes from submission and the mayors proposal so but again at the light like again just really specifically not at a high level commissioner when you say line item what what do you mean so so i mean i'm i'm open to what's possible right? so i mean i'm i'm looking for a level of detail below where we're at right now and i at at some point would love to get to like the hud level of very detailed but i'm fine with the next category up i think coco's working with you know a set of like you know six buckets under a shelter right so whatever's

possible in terms of like how you're looking at it is fine. like you know if it's if it's like this is the bucket for rapid rehousing and this is the bucket for you know, transitional housing and this is the bucket for scattered and this is the bucket for a piece stage site based you know if that's how you're looking at it that i'm not looking for to create additional work for you i'm trying to look for the way that we can communicate really effectively to the public that we have 2000 scatter type vouchers out there that are in use working and housing people that were previously homeless that we you know, that we basically can point to also you know, it's useful in a11 year snapshot but also how we're making progress over time because people have complained that, you know, the city basically had all of a sudden this huge influx of funding that went into this department and where did the money go? >> right. and so to answer that question

in a simple way is to basically show people that we went from this many beds to this many beds. right. and you can do it at the at that next level down from the top line to like specific transitional solutions versus longer term solutions and permanent solutions. >> that's very helpful feedback . >> i think we have made several attempts you know of the high level where where we you know, showing charts where were we in 2017 and 2018 and where are we now but put a little more meat on the bones that i think i can take back to our data team or our budget team and our comms team and kind of think through this because as you saw in the presentation started to try to scope that out. but it sounds like you're really looking for you know, where were we five years ago before we got all of this money ? >> and you know, my personal sense is we do a lot of that communication at the ocho committee and we probably need

to do a better job of making sure it comes here to the commissions. >> yeah, thank you. and you know i because i've been involved in the coalition you know we take that annual report that comes to the committee and then we turn it into graphic things that we then share out as a media communication. >> so i mean it's basically i'm looking for that level of ability at the at the at the at the complete department level as opposed to just the ocho funds itself. >> so thank you and i will now call on commissioner asllani and williams to ask her questions. >> my first very quick question what is ocho stand for our city our home. >> oh, okay. thank you. i knew that acronym i didn't know ocho thank you. >> also known as property. >> okay. yes. got it. appropriate for the very thank you very much for that. so just a couple of really

quick questions in your page 11 report it says it's just that we have liaison meetings with the committee. what is that committee? >> great question. so the our city or home fund as part of the what was passed by the voters, it's required to have an oversight committee. >> there is one appointee by the comptroller's office. >> the other appointments are made by the mayor and the board. they meet monthly and they have you know, similar to this body a charter of what they look like look at and they are to provide oversight recommendations. they're required to do a needs analysis based on that and then make recommend ations to budget recommendations to the commission that would then go as well to the mayor and the board. so that structure has been in place since 2020 i believe it was stood up after the funds

were released from you know because of the lawsuit and the comptroller's office has a dedicated staff that support the facilitation of those reports and gathering the data from the various departments. most of the money 75% goes to each house each so it was created the same time that this commission was created. basically it predated this commission and so it was created in 2020 when the funds were released from the lawsuit that was part of the original legislation. and then this committee's first meeting i believe was may 20th, 23. so that was already an established process. thank you. >> thank you for that. you said in your report that one of the things that the new mayor, mayor lurie is asking for is more collaboration with other departments you specifically your department's collaboration would be with dps. is that is that safe to assume

or what other departments would you be closely collaborating with? >> great question. so dpe is a major partner with us. definitely. and you know, as as director mcspadden talked about, we have a lot of different initiatives going on with them and i hope we can bring that back as sort of a comprehensive strategy what we're doing we partner with the human services agency . they fund a lot of the family rapid rehousing that we implement for them. we also partner with the department of adult aging and disabilities and then you know, we partner very, very closely with the mayor's office of housing and community development on all of this new housing expansion as well as on programs like the emergency rental assistance. but it goes beyond that, right? so the department of emergency

management is the you know, sort of stakeholder for the healthy streets team. we are a part of that along with public works and public safety and so i feel like we partner with a lot of folks. i think what is exciting about this moment in the city is that there will be new leadership in the mayor's office sort of pulling all those resources together and i'm hopeful that if we're talking expansion new programs that won't just feel like it's on the department and our team to implement but there will be more of a shared effort that homelessness is a priority for every city department that you know, interacts with people experiencing homelessness. >> thank you. thank you for that. that's very good information for me to know what the new chair of our new shelter monitoring chair i can't say

his names are so they're there what he brought up was more assistance from fate based organizations. so in this time of perhaps some reduction maybe that's something like in the area of meals you were saying i mean there used to yes. no, go ahead. >> no, i'm just saying they're used to doing this historically and providing it would probably a lesser dollar expenditure. >> that's a really important partnership and we have continued to have conversations with faith communities. i think it's it's really helpful that we have a chair on this commission who's deeply embedded in that world and we will continue to have those conversations. but we have seen some really exciting new developments which i think are going to be announced fairly soon which are citywide partnerships with faith communities. and you know, i think the mayor's office has already talked a little bit about that and reached out to the

interfaith council and others and we will continue to work with faith communities in the way that we do as well. but agreed that it's really important. >> thank you. thank you for that and i think that is that is all my oh one other quick thing. so i think this year 2025 is going to be more of a robust real estate year at least just for me i'm feeling it. >> i had a very slow year last year and i think that would mean more transfer tax dollars into the general fund and also as a property under prop 13 as a property changes hands of course the tax base goes up for property taxes to the city. so i don't know how much incrementally that will add but it's better news than we had last year. >> good year. thank you. thank you. commissioner guerrero. thank you and thanks so much for the report. first i just want to say my concern for just how dangerous

and counterproductive the idea of or repurposing permanent housing for temporary stays is unless there is a 1 to 1 unit replacement of course. right. so i just want to put that on there for the record and for clarifying. >> yes. and to imply yeah well housing is the priority. >> thank you. and then just going to pages 13 and 14 and i really hope this is one of the areas in the new year we can make clear to the new mayor that we have kind of been chasing our tails is i feel personally that the budget priority of creating significant process in decreasing unsheltered homelessness and ensuring effective mental health treatment is countered by only funding under the instructions only funding community based organizations that demonstrate

strong outcomes and cost effective focus on direct service cost effectiveness. so and the reason that i say this is because some of the most impactful providers have walked out of city contracts because of too much labor being put on reporting and i hope that this new administration has an opportunity here to heal some of these fraught relations ships with some of these providers and really kind of invest in them and consider putting less require ments on reporting and more on really just seeing the impact in their communities in new and creative ways. so i really want to encourage us to move away from even using that language which ties into my next point which is i also really want to strongly recommend to the department to

move away from the language of holding the providers accountable because unless the city wants to take on all provider employees as city employees, you know we really can't continue to to to name the the relations ship with our providers in this way because essentially it's like cutting ourselves off at the at the knees right? like we need the providers to execute all of these ideas so even just something as fresh as changing the language from holding providers accountable to creating more supportive resources for the providers i think is just a good start just to change the energy around how we look at that relationship. and i know that lauren had said this in the public comment and i completely agree it's just probably it just feels problematic at this time. it feels like it's not in good partnership to not acknowledge

the power dynamic that that the department holds over those relationships and so so just that was my first comments and then a couple of questions that i had was you know, i saw something in there around like, you know, the projected years of increasing salaries for city employees. how will that reflect in increasing the living wage of the providers? i know we did that. we raised the floor and the last couple of years which was great and i'm curious if that has been considered in the budget as well. >> thank you. thank you for the the the comments. i just want to make sure i was clear that this is not the department's language about accountability and this is really from the mayor's office or the mayor's office. so i, i want you to hear what we're instructed to do right and and you know, director mcspadden can say more but i think in every public and private conversation i'm hoping

we are conveying exactly what you said, commissioner. so yeah, for our own presentation. right. oh, i will be sure to reflect that it is there is a power dynamic the the the remarks of our provider are true you know and so a lot of my job is explaining to other folks in the city this isn't like buying widgets we don't get three quotes and move on we're looking at efficacy and cultural competency and who can meet people where they are versus who might be cheaper or a bigger entity. so you know we have not pivoted away from our equity goals in the home by the bay plan nor do we intend to. so yeah and just to clarify thank you for clarifying that that's the language that you are being you know, directed to and i think what i'm just getting at is some frank conversations with the mayor around how i mean this is obviously political, right? so i but i in a year of wanting

to be extremely candid and like stop beating around the bush with some of these games and really depoliticize homelessness. >> so i think that's where i just for the record want to say that i will encourage those conversations with the mayor's department as well just around how it's just not effective to continue to to push that narrative. >> so but yeah so and then so i'm sorry to your question. yes. i think you you bring up a key point that for you know this department took a real leadership role i would say in advocating coming out during covid, coming out of covid to really recognize that the cost of doing business adjustment that's supposed to pay for your insurance or anything wasn't helping doing anything to stabilize our nonprofit work force and it is a partnership if our nonprofit providers don't have the resources to attract and retain talent, they

can't do the job. so you know all of those funds that we did put in our baseline in our budget we don't have that growth in our budget besides the cpi. but i think you're right to put out point out the disconnect between that and the city's own labor contracts and that disconnect is is stark in the budget. >> yeah and i think just you know adding that to the narrative and to the projected, you know, conversations and then just a couple more things. >> is it possible to kind of in the future not right now get into detail a little bit more within the budget around prioritizing engaging people with lived experience as stakeholders? >> i know you're going to ask that so yes, definitely. >> okay. >> we are you know, i think you've heard me say commissioner, that a lot of what we stood up for the strategic plan was supported with one time planning dollars from the state. we're really trying to figure

out internally how we support that work in this new budget climate and i think the you know your creative thinking others about how we leverage you know, the people that are currently in our system and bring that together but we know it's a priority of our department. we know it's a priority of the commission so that i expect to be in our february proposal something thank you so much. >> and it's just you know, i just it's really just absolutely necessary to know how to just really get this work done. >> so then the last thing this is my very last comment i'm always really excited to talk about food and again this was something that i think we talked about a little bit in one of our last meetings with jocelyn. i think it was that there was some innovative ideas around stimulating the economy through partnerships with small businesses. is that something that has been considered or feasible as a creative strategy?

>> yeah, that's it's actually very exciting to me as somebody who's worked in in food policy a bit here and there over the years we have some great models for that one of them being third street youth and you know we will continue to think about that. i think the issue for us is that we don't have enough money . food is really expensive and so as i think it was director whitley mentioned earlier, we are looking to partner with other you know, other organizations and other departments in the city to figure out like what the best and most cost effective way to do those things are while providing choice for people and while providing food that people actually want to eat so right. >> yeah. well i don't know if you all know about this app i think it's called like food to go or something or but they basically at the end of the day restaurants who haven't any food they haven't sold goes on sale for extremely cheap so i just i just learned about this so you know there's things like that i'm sure you've considered but you know i guess the point

is that businesses are themselves looking at ways to sell discounted food and not and have less waste which is really cool to see but i'll wrap it up there. >> thank you so much. thank you. commissioner albright. >> thank you. it actually may be in alignment with the new administration in washington to think about food as well. so i appreciate those comments. >> i have a couple comments but overall i just wanted to thank you for your work and that of the department and very much appreciate your focus. you said there were two ways to think about a budget. one is to make across the board cuts. the other is to do structural systemic systemic changes in that you were focused on the latter and i appreciate and applaud that. i think one of the things that we learned at our last commission meeting through commissioner is presentation is to really understand the flow of what's happening with homelessness throughout our county and city over the last several years that the data was performed and what i took away

from it as the big picture and very much appreciate your analysis as our data officer commissioner is that we are doing more and supporting more people in san francisco than ever before and we are doing more in many ways with less. and so with this budget we are being asked to do even more even even more with even less and so we've been there before. >> this is something that happens in budget cycles. we will get through but i appreciate your focus on really developing a nuanced approach and encourage us to continue listening to community, continue to bring in those lived experiences to really understand the need and to think both long term and short term in terms of alignment we've developed and support a long term strategic priority home by the bay and i really hope that as we go forward and what i'm hearing you say and

hope that the mayor and all of our agency partners believe it to be true that we follow the strategic priorities that the city has created previously. >> so thank you couple one sort of very small math question and the other more of a longer question. i appreciate your disaggregation of the budget based on adult mixed youth and family when i added it up in those numbers it looked like there was about $90,000 that wasn't part of the overall budget and i'm assuming that's administrative. okay. the reason i asked that is that administrative it is i think it's $90,000 to be 11% of the budget which is understandable and fine and i ask whether when you divide out the percentages we're spending about 72% on the adult mix, 15% on youth and 12% on family.

does that actually meet our strategic priorities to achieve the results that we want to achieve and particularly now when there's such urgency and a focused need for family housing ,is there a way to think about that priority in the budget going forward? so less of a question, more of a you asked for our priorities that would be my my priority but it is a 90 2 a.m. i right on the $90,000? >> it's just a i'm not i might have added it wrong. >> i think it may just be due to rounding at such a small number and that but not that not admon. >> okay thanks so much. i appreciate it. and then i wanted to focus my last set of comments on page 14 the discussion about the mayor's budget instructions and echo what commissioner guerrero highlighted. a couple of things i'm okay with the word accountability. i think it's important to use the word mutual accountability which i think is the intent

that you were sharing which is this is a partnership between community nonprofit organizations faith based organizations and the city and county of san francisco and how can we achieve mutual accountability so we can achieve results for the community and the individuals at large? in terms of the second bullet point on the budget instructions and i understand that these are neither the department's budget instructions and and maybe being updated by our current mayor but i hope that we all can give pause around the following. it indicates in the second assess cbo grant allocations for efficiency and then the second sentence only fund community organizations that demonstrate strong outcomes one our cost effective two and are focused on direct services to clients. i would urge the following in terms of demonstrating strong

outcomes it is a strong is in the eye of the beholder and i think it's really important that we think about what are the appropriate outcomes for the individuals that the department serves and we think about it in a culturally responsive and culturally humble way that we are serving all in our community and not just some and individual organizations have incredible strengths in different communities and i think it's important that we think about that equity focus cost effectiveness is really important to look at hundred percent agree with it and you need to think about cost effectiveness both in the short term as well as the long term because there are many cost effective approaches that we can take by serving many, many, many people with ineffective services. and how do we think about the long term cost effective approach? and finally when we talk about direct services to clients i wholehearted believe that we need to be supporting clients

directly and what that means is that we are not doing technical assistance, we are not doing capacity building, we are not doing training. we are potentially not thinking about the living wage for employees potentially. and so as we think about those criteria, i think that we need to take both a long term and a short term approach on those and really understand what the unintended consequence is of these changes are. >> all that said, i understand deeply that we are in a deficit situation and with smart and thoughtful collective thinking we can get through this together. >> so just a couple thoughts. thank you. >> thank you. you're here if i could just respond to that quickly to say that when we in the department think about strong outcomes, we think about them in very different ways and you know, we're not just looking at at the traditional ways of thinking about that. we really are deeply embedded and have deeply embedded and continue to deeply embed our

equity work and we know that people get two outcomes from in very different ways in different communities and we're thinking about that all the time and we think about that with respect to cost effectiveness as well. so we know that we've got a mix of of different sized organizations, organizations with different capacities. there may be other ways to use those organizations to deliver the services and that's something that we'll probably have conversations with citywide and with the mayor's office just because you know, we do have anytime you have a reduction in funding you have to start thinking about those things. but we're very aware that we have organizations that are really strong community wise that really engage people in quality ways and we need to maintain those relationships and those funding partnerships with with those organizations. >> thank you so much. that's why i appreciate working with you. >> commissioner dufty thank

you. >> and my comments are going to follow commissioner albright's dig. >> i appreciate the report. i appreciate you asking the big question so to speak. how are we going to approach this? and so i just want to weigh in on the side of transformative and saying that i think that there are opportunities in this time frame to look at issues like insurance, look at issues like food. and i do want to underscore how impressed i was when i visited third street youth to see that the you know, the robust up in choices that young adults have and i think that's just part of treating people like their human right. these are basic fundamental needs and people you know, need to be sheltered and they need to be fed and so i very much look forward to it and i just wonder if maybe the city comptroller his office can help us because i know you have so much on your plate if maybe the city services auditor or some of their staff could be dedicated it to look at some of

these issues, you know us to give them some guidance on things but to really get them involved because this is something they would like to see, you know, and not see, you know, different costs in different places and things of that sort. so i just looked at them as a possibility because our plate is very full here to see if maybe we could sub vent some of that work and get some good answers about that and that's it. >> thank you. thank you. i put myself next on the roster and then commissioner look look on to and then we can move on to the next item after that if everyone's okay. >> but i just also wanted to mention i meant to add my original thoughts that we haven't talked about the 1500 shelter bed target that the mayor very publicly committed to as far as i understand actively working towards achieving and how does that

factor in to this budget since we haven't said anything about it? >> i just thought maybe given opportunity the mention it right so we've had an or thank you for the question we've had an opportunity to work with the transition team to put together kind of our initial plan for the 1500 beds and we certainly have a number of beds in the pipeline that as we've talked about before we've got gerald we have some opportunities for further inflation of of the beds here and there in our system and then we are actively working with the new team that that we mentioned earlier to kind of figure out the rest of it so we don't have that built into our budget yet. what we have is the things that we already had in the pipeline and those are those are in the numbers that doug's talking about. >> and so just reading between the lines when you mentioned about sro conversion, is there

a thought that there would be 1 to 1 replacement for the beds that are current housing or would we simply be shifting beds from one bucket to another ? i mean i think this isn't a new idea. we've we've talked about it here a little it's sort of twofold. >> i don't we haven't proposed it as a strategy for the 1500 beds. >> every building is a little different. >> some buildings we may think are appropriate. we talked to our provider and they say the landlord's great. it's a great location and you know so i think that what i mentioned about the budget conversation has been more of a you know, eight year strategy of mind trying to think through we spend $34 million a year in leases to private owners that and then we've had to come in on the back and then put in, you know, capital funding or try to upgrade the elevator

doors and is this really the best strategy for the city? many of these sites were opened you know, when care net cash was launched they're hundreds of years old and so of course we need to find and we're hearing from clients as all of you have heard that when they have choice with pch we've got these beautiful new buildings or you're showing me a very older building. so it's also part of our equity goal. that said, if we do have the ability to retain some of these sites as we identify a 1 to 1 replacement for the new housing, it would be great to figure out a more transitional use whether that's helping with transitional housing beds or you know, other creative thinking maybe creative thinking with most cd about how to recapture lies and make

better investments in those so it hasn't been something we've put forward as like we're going to find, you know, 1500 new housing units and then we're going to convert all of these to the shelter. that's not that's not how we're thinking about it really more of a long term strategy around this and we don't really have an asset management strategy that i think makes sense for the city financially and is equitable. >> and we also did a massive scaling of scattered site pch. >> so i guess my next question for you is have we done the analysis of how successful or how challenging that's been and you know, does it make sense for us to do the one for one replacement away from site based towards the scattered site or does not? >> great question. i don't know that we've done the analysis because we've been trying so hard to get that program ramped up and we're at a very good place with it but i think that's a great idea.

you know if these are better options that you know commissioner duffy's point treat people with dignity or where people want to live. you know there's obviously a conversation about sober living in the city and and being out of, you know, a site based model in a certain geographic area. i think this is the time to put those ideas on the table. i was thinking about it more though. as you know, a lot of money going to buildings we don't own or nonprofits don't own that need a capital reserves that need replacement reserves that need the elevator repaired. and can we think more strategically with if there's one time opportunities from the state about how we think about our portfolio so more broadly? >> mm hmm. great. and then commissioner laguardia ,you've got the last word on this item. thank you, vice chair. i've i've run a small business for my god over two decades now

and an observation i've made to others i think a good analogy for dealing with a complex interchanging set of variables and trying to apply a budget over it it's kind of like i think the picture a lot of people have about running an organization and running a budget is that you have this puzzle with like 10,000 pieces and let's say the puzzle is a horse and you're going to put all the pieces together and you're going to have a completed puzzle and it's it's going to look beautiful and really running a business and i would imagine department is really you just take all the brown pieces and you put them in the shape of a horse and that's about if you can get it in the approximate shape of a horse you're doing better than most and so that's that's a way of underscoring here which is

and i say this is somebody that's in love with data and in love with trying to get measurable items. there's so much about this work that we will never be able to measure that will be beyond the reach of either time or resources in order to effectively you know, if we spend all the time measuring we would we would never actually make any progress. so we have to balance that that need for for perfect data the perfect puzzle against also the need to have something that's completed and so i thought it might be helpful to just take a step back and think about this at a high level as as we're looking over what appears to be a very challenging budget environment in the cycle so the first thought i had is i can

appreciate the public's desire as commissioner evans pointed out, to want to take the budget and divide it by the number of people served or take the budget and divide it by the number of beds that we have. i just want to underscore through the work that i did in the data officer report in december that any time we talk about spend on a per person basis or even on a per bed basis it's extremely challenging because there's so much churn one bed might see one person in a year, another bed might see 300 people in a year. one person might be in services for 365 days. another person might be in services for 365 minutes. so it's against this context. it's very difficult to turn everything into a simple metric

of per person per bed and i think we need to take a step back and really think about how are we measuring success and make sure that the terminology that we're using at is adequate for the goals that we're seeking to accomplish which ultimately fundamentally is a about something that we're all universally aligned on is is maximizing the amount of effectiveness for the amount of resources that we have and i know that that is absolutely 100% true and this is where i want to apologize to sherrilyn and the folks for who are on the provider side for meaning to suggest that it's simply a matter of accountability and not a matter of resources. of course it's a matter of resources and i will say that all of my private conversations

with the department or with the director we always talk about how providers are partners and i will say as a small business owner when when you have employees and you and your employees are always aligned on effectiveness, you want the company to succeed. you want everybody to grow. you want the company to deliver what your customers are expecting and to get their it requires first you have to set goals. this is where we're going. then you have to measure are we achieving those goals and if you're falling short you have to coach and if coaching is not working then sometimes you have to part ways but certainly an important input to that is the the people that you are providing goals to that measuring goals to coaching

they also have to feel like you have their back and they also have to have the resources to properly accomplish those goals. >> and the challenge that we have in this current environment is is that those resources are diminishing now i've been an existential all situations. i mean we saw a 97% drop in revenue in may of 2020. i spent the latter half of 2020 doing nothing but interviewing bankruptcy attorneys both personal and corporate because i thought there's there's no way to get through this. and so when the going gets tough i want to say tough go shopping but when the going gets tough, it's often the case that the conversations get more fraught and they get more loaded and they get more challenging and more difficult because you have less resources. but now the needs are even

greater. and you know, i just want to say like as as as a high level i so greatly appreciate commissioner guerrero's perspective as a provider i think that's like an important input and that that inputs important but in equal measure . i agree with commissioner albright that we have to be measuring against goals and the thing that's so terribly difficult about this and i think we can all own this together and be in this together in the uncertainty of the puzzle that we are trying to assemble in the shape of a horse as a director deputy director whitley said you have services that are blended and attribution for outcomes is extremely difficult. it's very difficult to blend the outcomes and properly

attribute them to the causal factors that led to those outcomes and so i think an important part that an important role that this commission can play is thinking about that project at a high level. you know, i think it's really easy to get lost in the weeds here but the part that's really needed i think both in terms of communicating with the public and helping the new administration get up to speed and helping the department get aligned is how do we define success? how do we define what resources are needed and how do we make some of the tough decisions that we're inevitably going to have to make because that's what happens when there's less money there's there's less to do. so then there's less that you

can do with those resources. so then there's and the onus is on all of us to try and make the most with what we have which the department has done so ably and so effectively over such a long time and it's seemed almost unfair that now after doing what to my eyes looks like the impossible now you you have to do the impossible. but even with less and so it's obviously a comment and not a question but and then finally i'll just say about prop 13 i wish i shared your optimism that yes a property changing hands that changes above the assessed value will result in a higher assessed value but overwhelmingly when compared against the median property values that are protected by prop 13, what we're seeing is those assessed values are still

far below the previous market rate. >> i agree with that. >> i'm just saying there's more property going to change hands, that's all. oh no that that's certainly true. but the challenge is everybody's property taxes are set by what's determined to be the assessed value and if people disagree with the assessed value, the first thing they do is appeal the assessed value. and so even though we might see more transfer taxes, we i suspect where we're on track to see significantly less growth property tax revenues. and so i'm i've been deeply concerned about this for years and i think that's i guess it's just there's no magical unicorn that's going to come in here and save the day. so we need to be very compassionate and thoughtful and respectful that everybody's in a tough situation. but we we have to come together and try and support each other and and recognize that we're going to have to make tough

decisions but we're going to do it together and we're going to do it respectfully and we're going to try and build as much consensus as we can and thank you. >> and so a time check i think we're going to 130 today. we're ready to start with item 11. >> thank you. sorry i've gotten to the tail end of the conversation and but i think what i heard was mostly what i wanted to it really reiterate was the importance of collaboration in this moment across departments obviously you know and thank you for the innovative way in which you have created some strategies on how we move forward. so okay so i have in my my notes here that we would have ended that budget line item at 1145. >> so that's not the case but that's okay because there are no so this places us on item 11 and this is our consent calendar calendar. it's a routine process that we we take and i believe for the

first time we don't have any items to pull from that calendar so that we can go ahead and open it up for public to make comments on on the items number 11 the consent calendar if there are no public commenters we'll open it up to a remote callers if there are any no callers in the queue. okay. so is there a motion to approve item 11? it's been moved and properly second last the secretary to call the vote commissioners please respond with either nay . >> chair butler hi by chair evans i commissioner albright i commissioner anthony williams i commissioner deputy commissioner garrow i commissioner lagana i consent counters approved thank you so much the consent calendar is approve and this place is also item 12 and new business item 12 a 12 b are action items that

require a vote by the commission and so we ask that miss elizabeth sign will come and provide us a brief overview of 12 a and then also 12 b yes, thank you. >> good morning chair butler commissioners director mcspadden, did you want me to present both items together? >> yes, please. thank you. my name is elizabeth hewson. i am the manager of the supportive housing programs team at agency h. i'm here to present two new grant agreements both utilizing one time funding to you the first which is i believe item 12 a is a new grant agreement with the mary elizabeth inn for mary elizabeth in capital improvements program in the amount of $350,000 for

approximately a 17 month period starting february 1st through june 30th of 2026. the purpose of this grant is to address capital improvements at the mary elizabeth inn specifically renovating the shared bathrooms of that building all shared restrooms on all floors of the building and replacing all of the bathroom fixtures. >> this will help to meet both maintain and improve the habitability and functionality and accessibility of the restrooms and the building environment for the people that live in the building. the mary elizabeth inn is a 92 unit single room occupancy building that's owned and operated by a nonprofit organization that is also called the mary elizabeth inn in partnership with the department on the status of women and the mayor's office of housing, mbi provides affordable housing for very low income women at the inn, including 58 units that are designated as permanent supportive housing units for

women experiencing homelessness that are referred into through the coordinated entry process and the and each has each. so the inn has been a part of our site based portfolio since 2009 originally under the human services agency housing first portfolio this this the funding source for this is from one time $10 million in one time capital needs building improvements funding that was in agencies just budget in fiscal year 2324 but is being implement did during this fiscal year into provider budgets the that was selected so eligible providers were existing pch programs that operated older nonprofit nonprofit or mass released buildings that had not had any

significant renovation within the last 15 years and we really focused on buildings that had had not had renovations in a longer period of time and that were older buildings and i that is item 12 a so i respectfully request your approval of that item item 12 b is a separate new grant agreement with episcopal community services in the amount of 959,538 it is for the henry hotel elevator modernization program. we'll also have the same grant period starting in february 2025 allowing 17 months up to 17 months to complete the project. the purpose of this grant is to modernize and upgrade the existing elevator at the henry hotel which is a master leased building that is part of our

master lease portfolio also originally brought into the pch portfolio and through the human services agency. >> this is the i presented a series of elevator funding agreements at the last two commission meetings which were approved. this is the last one of those new grant agreements for the master least ach master least elevator projects and this i, i feel like i covered a lot about the funding source and the selection process but i'm happy to answer in the last two meetings but i'm happy to answer questions if there are any on that for this grant agreement. >> thank you. we'll open up to the public. thank you so much for your presentation. i will open up to the public for public comment. >> any remote callers? no callers in the queue. okay. before i open up to commissioners i do want to i'm just a question of clarification for me. i know that there's on the

hotel elevator monetization program there are relocation costs there are associated with that and i did not see any from mary elizabeth and is that needed? i didn't see it in the budget but i don't know if it's needed or not so i just need clarification on that so we will get there project plan after the grant agreement is approved and executed they have a certain amount of time to give us their project plan and timeline. i believe they plan to phase the project to not need to relocate, not need to incur any temporary relocation but we will confirm that in that process and i'd be interested to know like the what the relocation process is especially for the residents and how we acclimate them back to the you know, it's just there's a whole lot of questions i have about that. so i just need to i would like to know like that process and it doesn't have to be now but just kind of maybe off line if yes and i will say it depends on the kind of the type of

project and the length like scope and length of time that the project will take the elevator project specifically because typically like if it's a project that's you know, going to take longer than a week or or so i might require temporary relocation of multiple residents because that impacts the entire building if there is only one elevator in the building whereas if if it's something that you can phase through the building so that for example the shared bathroom so that there are still shared bathrooms accessible that will have minimize the relocation requirements. >> thank you. commission vice chair vice chair evans i just wanted to clarify the current occupancy rate or vacancy rate for the mary elizabeth. >> i do not have that in front of me and i don't want to say the wrong number but we can get that back to you. >> sorry i didn't put that in writing ahead of time. i just in general would love

any time we're looking at a site based program to know the vacancy rate. >> yes. thank you. yes, thank you. and i will say in general we have a fairly low vacancy rate across that part of the portfolio. >> thank you. >> yeah, i'm glad that there are these elevators getting fixed and bathrooms getting fixed. so that's a that's an important part of the work that we're doing here. >> so i'm really appreciative and that any other i have a quick question. you said that the henry hotel is a master lease which is part of the mass alley. somebody owns it who owns mary elizabeth in that building is owned by a nonprofit organization that is also called the mary elizabeth inn. >> so they will get the and they'll they'll manage basically the the capital improvements project. >> yes. well, episcopal services will

manage the henry hotel the yes and merrill's built in is a older building. >> how old is the henry hotel? >> it is also an older building. i'm sure it's more than a hundred years old. i don't have the date in front of me. no, that's okay. it's it's they're both older buildings. yes. so both well over 100 years old. >> okay. thank you. okay. is there a motion to approve item 12 b second? it's been motion probably second won't go for the roll call for action items 12 a and b chair butler all right by sherry evans i. commissioner albright high commissioner alani williams high commissioner dufty i can commissioner guerrero high commissioner lackawanna i motion passes thank you so much places this on item 13 general public comment at this time members of public may address the homelessness oversight

commission on matters that within the hour just discussion and not on today's calendar and so i'd ask you to please come and share your public coming time please. >> good afternoon commissioners. marnie regan larkin street youth services co-chair of casper and also chair of the taste subcommittee of hezbollah . i just wanted to go back to the problem solving it was the changes the rather last minute changes that were made a month or two ago and i wanted to uplift commissioner laguardia's mention about prevention as being a really cost effective and important intervention to prevent homelessness and the changes in problem solving disproportionately impact transitional age youth because now that the approval resolutions are really focused on folks with leases in their

names, there's a lot of transitional age youth who aren't on leases so they're either doubled up or they're couch surfing or they're staying with family and they're paying into a rent but they're not on a formal lease. >> so they're in this gray area where now they can't use problem solving to assist and that really puts them at huge jeopardy. i'm not asking to somehow change problem solving because i know that that is a budgetary the money ran out so i understand that what i'm what i'm bringing this up for is i would love to re kindle the conversation that we started to have after home by the bay was issued in that we need to use specific strategy as a unique policy lesion it just isn't in we love home by the way and has been totally supports it but the t provider community has been asking for this conversation for a long time. we started to have it. i'm really hoping that

commissioner dufty commissioner albright who have a long history and experience with the the t system and homeless children we can have that conversation. we know prevention is really has really great outcomes with youth larkin street has the trans youth initiative we're happy to have a conversation which is also funded by ages ages has really great outcomes we're also just now launching a prevention program that's funded with the with federal dollars from ac of so there's a lot of stuff happening and we really would love to have the commission maybe rekindle this conversation and start to work on a strategy particularly with the new administration. >> thank you. thank you. can i ask a question related to that in addition not to you but thank you very much. i appreciate that and i wonder if that requirement i didn't realize that was a requirement

in terms of being on the lease. i wonder if that requirement is also impacting other communities, particularly immigrant communities that may not be on leases or are victims of violence, particularly domestic violence who may not be on a lease. i appreciate the comment and i particularly understand the impact on the community and also wonder about other communities. >> so yes, we yeah i mean i mean that part of the problem is yes, we ran out of money and as we think forward about the strategy with problem solving and kind of the rebranding of the program, we want to make sure that we're thinking about all of the populations that really can benefit most from those services and you know, just along with prevention it really is a very important tool because it's a way that we can keep people from entering the rest of our system and needing all the like the much higher level resources that are much

more costly and should be, you know, reserved for people who are literally homeless. right? so we we have a lot of work to do there but we will do that and we'll report back as we do it. >> and i know you have this inclination as well and i echo what the new mayor talked about in terms of collaboration. >> these are when we think about these prevention dollars as you know well, it's not just this current department but as we think about these populations, it's department of children, youth and families, it's the school district, it's a department of status of women, human service agency, department of public health. the list goes on of where we can think about the prevention opportunities to support our communities. >> absolutely. thank you. open it up to any other members of the public who wish to make comment at their no coalition. >> thank you. okay. okay. this places us on item number

14 and nomination committee report by vice-chair evans. and let me just state as i've stated in private and public if you take a look at our vacancies they are down significantly and so shout out to you and your committee for success. >> but there are certainly four more vacancies left. >> we can do it. we can certainly do it. thank you. yes. so we have been very active in interviewing and evaluating applicants and channeling them to open seats and we were able to confirm a number of people in december which was terrific . >> so we do have one opening on the local homeless coordinating board. >> we have one on the shelter monitoring committee and we have three on the shelter grievance committee and i believe the shelter grievance committee is a little tougher because they're very specific seat requirements there and we as commissioners have like looked into our personal networks to see if we can identify people that would meet

those criteria and encourage them to apply. but in general for the public i want to remind you that there is there are opportunities to serve and to participate in oversight and the way to learn to to apply and to find out more information is to go on to the department of homelessness and supportive housing website . >> there is a specific area for our commission the homeless oversight commission. >> if you look at the bottom there's a tab that says resources and there's specific information about the bodies that we appoint to and the application form. we do not currently have any applicants for those vacancies so we welcome people to apply. if you have additional questions you can follow up with commission secretary about us so and also encourage you to actually attend those meetings the shelter my main committee the shelter grievance committee and you can look out past meeting documentation so you

can see what the content and focus of their their bodies are are and at this point in time i think we're going to cancel our january meeting because we don't have any current applicants. so we'll be meeting again in february to review any applications we do receive. we also are at the point now that i think we're going to move from a monthly schedule to a every other month cadence thank you for your report. i want to open up for general public comment on this item. >> new remote callers no remote callers. okay. we'll move on to item number 15, our data officer data officer report sorry i just had one comment about sure some a member of the public mentioned that maybe the minutes are not posted for the grievance the shelter grievance committee so maybe we can follow up and look into that. i'm not sure i haven't confirmed that but so what i

will will mention is that when the department made the switch on the website in october november past meeting minutes sometimes are a little bit hard to get to because they're basically they didn't transfer over all the old documentation to the new website but if you send an email to the commission secretary or myself i will help you navigate to them and if they're not there then we have been when we've identified that they're broken links or whatever we've been able to surface it and they've the it department's been able to correct it. >> thank you for providing that information for the public. >> thank you. go ahead. yes. so pretty i think a nice initial reaction to the data officer report from december. some interesting feedback actually even from departments in other states who found the

framing useful for in terms of understanding how people flow through the system. for those in the public that are not familiar you can find this report@housing-sim.com that and there's also an app there to model housing availability for the commission i think for the next report being familiar with the work that the department is doing on cohorts and as well as fielding questions from the public and other interested parties about what is making up the inflow and how do we best improve flow . what i'm considering for a next report and who knows how long it'll take me but hopefully won't take as long as this one did. looking at cohorts causality of how how did different cohorts

arrive and outcomes what kinds of outcomes are we seeing with different cohorts and what are possible strategies that we could or what are the strategies that we're deploying and what are the results we're seeing and what are possible investments we could make to further improve this? thank you. i would like to open up to the members of the public who wish to make public comment and then remote callers. >> commissioner guerrero, thank you so much for your work on the initial report. i think it's really incredible. i've talked to you about that already and just one thing i want to make sure that as the commission we're prudent about is the potential risk of putting the process around outcomes too much on the community and the providers. i think we do need to take responsibility that that could put people in harm's way if we don't provide clear guidance on what happens with outputs.

what i'm worried about is becoming politicized or kind of like not having buy in from the community around what risks it could create to promote output without really taking responsibility for what that ends up looking like. so so maybe i'm happy to if you want to connect with providers to talk about you know some ideas around that and see what if there could be some materials created to to say and in order to increase output here is what the community has said is possible to do this in a in a healthy way. >> so that's just all i wanted to offer. yeah. yeah i the way i look at it is that's the work of the commission. that's what we do here is we have those conversations with the community and we try and

build group consensus. i don't think that's the role of i don't i don't think that's my role as an individual to to singlehandedly you know. >> yes. as as a data officer what i what i try to do is just say this is what the data appears, this is what the data appears to suggest as best as i can determine and this might be a useful way of thinking about the data for all of the stakeholders so that we're all talking the same language and we're focused on the same outcomes so that we're sorry measuring things the same way so that we're aligned in our efforts and doing so in a coherent fashion. that's always the big challenge and and big challenging problems like this is getting everybody aligned around how

we're going to talk about it and where we're trying to go right. >> commission member thank you. i appreciate the exchange that we just had. i actually have a question to make sure i understood what i heard. commissioner guerrero talking about use the word output. >> you also use the word outcome my understanding is that output is sort of the number of people served the numbers whereas outcome is a change that is made that a person is able to find housing for example and both are both measures are really important and and commissioner guerrero, when you were curious about a caution in terms of that presentation, could you elaborate in terms of what your concern was? was it about both output and outcome? are you concerned that anyway i don't want to put words in your mouth i'm just curious your

thinking patterns happy to clarify before you answer that just as a point of clarification, the report talks about inflow and outflow but we don't talk about i do not talk about outcomes or outputs which are as as i think somebody i think it might have been. commissioner evans mentioned outcomes can be or inherently involve some kind of subjective judgment around you know it depends on the point of view of the observer i'm talking about objective measurements. these are the number of people that went in and these are the number of people that went out. >> thank you. so to clarify i misused the word sorry what i was talking about was outflow. so if for example if we're promoting like in order to you know, it's kind of like we kind of touched on this in our last meeting with you know, the feedback about moving people off the waitlist so that we can have better flow. so my concern is, you know, if we're saying in order to improve the system we need to increase outflow, what does

that mean? >> right. and so i worry that if we are using this to this data tool to say we need to increase outflow, how will that be used and how will that impact those people that are being moved off out of the system and just to put some care and attention there and get buy in from the community, does that make sense completely. >> and i wonder as a possible opportunity as we actually look at outcomes we have a conversation about what a conversation with community and with all stakeholders about what are the ultimate goals that we're trying to achieve and a lot has been articulated in the home by the bay strategic plan already and how do we think about that if i do have one oh sorry. >> and i do have a question. go ahead and i'm thinking out loud which is never very good. >> i wonder if there's i don't think there's a requirement in the statute that created this body. but i do wonder i know everyone

in the community is looking at our presentations, looking at our commission with you know, you know, constant bated breath and there is probably more opportunity to talk about some of the results of the department and i wonder if there's an opportunity for a presentation by the data officer by members of this commission to the board of supervisors or others to really highlight what is actually happening here in terms of the work. >> and i think that's a part of our commission matters discussion. so we'll okay. >> did you have any comments direct? i was just going to express appreciation to commissioner laguna for the presentation because i think i think the big message is really that as much work as we're doing there continues to be there continue to be people flowing into the system overall this is what we see in san francisco. it's what we're seeing across the country and it's an

important frame because as everybody here knows, san francisco gets beaten down a lot for you know that that because we continue to see homelessness and unless we're able to really think about the inflow and think about some of the things that people here have talked about like prevention and problem solving ,we're going to continue to see it. so i think that's really what i see it as a tool for that and i know a lot of other not a lot but some other counties have started using the dashboard that we will be using just to make that point. so yes, we continue to to work at the level that we can as a city and county and we still need to really think about this as we need to think about it regionally. we need to think about it nationally because we don't have all the solutions right here in san francisco. and so it's really helpful and i appreciate the work that you put into that and the way that you worked with our team to kind of get out the information

. >> thank you, director. i echo those sentiments. >> we have commissioner asllani and williams so so i always i always think out loud it's that's why i get in trouble. >> they mayor asked to meet with me. this is was regarding the west of twin peaks issues before he had announced and i just want to make sure that the first thing that he brought up was the 1500 shelter beds. so that's very important to him. however we are going to like look at that and include that but also in his in his address he specifically said that yes, statistics could have come down in san francisco. his talking about everything homelessness, crime, etc. however what he's very what what hasn't come down is the public's perception. so we are with any data point

that we and that was a wonderful report for anything that we do we have to be mindful of the public's perception besides the people that this service serves, people that we don't serve but it's the public because that's what the mayor is going to look at and that's what's going to be a metric. so i just want to have that be part of our conversation that we can't isolate ourselves from the general public and what they're thinking and how they're feeling. so thank you. >> thank you. that leads us to our next agenda item. our commissions matter and i realize that we we had a a bit of a crash course on homelessness in the city for our first year and so now is the time to really flesh out and put a pen to paper on some policies strategies and document some of the things that we're working on as a commission and how we're

holding ourselves accountable moving forward. so i know that there is a proposed future meeting topic that has been presented via communication and also a written and so if you don't mind i'm not sure if it's from commissioner evans. >> it was a collaboration. >> oh but feel free to to read the this document if there's any other agenda items that you'd like to place on our next meeting please. the other commissions have opportunity to do that as well . >> thank you so much. so at the november meeting we discussed the possibility of doing a strategic session where we would take stock and review the commission's accomplishments and focus to date and we discussed holding a strategic planning session during which we reflect on what we still want to accomplish in the next year ahead and then subsequently commissioner guerrero proposed that we

prepare a year end report to summarize the commission's accomplishments in its first year of a of existence as well as identify the opportunities for improvement and for future focus. for example looking at our committee work subcommittee work to engage with the public . >> so the question that was just like a very specific question is do we want to schedule one separate public meeting to create and a year end report as well as form a strategic plan or alternatively we thought another way to approach the same task would be to assign a working group to put such a review together and with that working group we would want to just ask commissioners their individual interest in participation. so if we do do the working group option the output could be then the basis for a

strategy strategic planning discussion that might be part of our regularly scheduled monthly meetings. so it wouldn't take you you would basically divide the work up so that it doesn't take up too much time on the on the agenda and probably could be slotted in a regular agenda with no additional special meeting required. so there's pros and cons to both and we just were wondering and wanted to ask our colleagues individually if you could each weigh in on which of these approaches would make the most sense for you. thank you for that report. i know that this may be the first time commissioners are seeing this so if you don't need more time to respond that's fine but i certainly want to open it up to commissioners to provide any feedback feedback are we using the yes, commissioner evans oh commissioner, i already spoke

oh i was just going to say from experience the small business commission would have an annual retreat to discuss strategy for the coming year. typically this is held in a small room somewhere barely big enough for the commission. i know it doesn't sound super exciting but it's just like a meeting room. it's recorded because it has to be available to the public because it is a meeting of the body but it's not in this format so it does feel a little more casual and you don't have to be recognized by the chair. so so forth in order to speak and can be helpful and can be productive. i seem to recall the commission was required to have that. i don't know if that's true of our commission. it may be i haven't checked but but that was in the ordinary

course of business for our commission. >> yes it is required so i believe the bylaws say that we're supposed to have two public meetings a year, two public strategy meetings or two public two public community meetings a year. okay. >> which is that's all they say. okay. i do i, i agree that we should have a year report just to kind of capture all the things that we've accomplished whatever it is and also a strategy. before i make comment though, i'm going to open it up. commissioner and i'll bring a couple of things. one, this feels like a governance matter which is entirely within the scope of the chair to make a decision on and i would support whatever decision that you want and wanted to do. >> i believe we have a strategic plan so my only cost we do not i believe we have a

strategic plan. so my only caution here is that we're understanding the scope of what the session is. we are not doing strategic planning. >> we are reviewing progress made on our current strategic plan that would be that would be an important limitation for me. so can i just sorry let me just say one more thing the other is i think we should be very cognizant that we are in a budget deficit planning situation right now and i'm trying to understand the work required from the team on this and how do we minimize that work both as they're trying to do some very difficult decision making that we just heard about. in addition, it is extremely important to review where we are in strategic planning. i just want to hold those two tensions together. if we are saying that we are going to reopen strategic planning and do more strategic planning i would want to have a much longer conversation about just that seems far more than

just a scheduling matter. >> i just sorry just to clarify i just i just want to ask a quick question though. sorry. just ask a question on your comment. when you say strategic plan, are you managing a strategic plan for the department? >> right or yeah, i was going to clarify so so so i wasn't talking i, i totally get where you got that language. i meant for this body. i meant for this. i wasn't trying to reopen the department strategic plan. >> i was saying for the strategic planning purposes of our commission and then say well we're going to have meetings on the budget. >> that's right. that's right on. thank you for that clarification. >> i support that option. all right. and that was your comment. >> okay. okay. commissioner herrera. yeah. and i mean that's a residual so say we so the question is would we like to form a working group so we don't have to meet again additionally and then those

people can just do that work and from there we create a report and whatever comes out of that report can lead to talking about our strategy as a commission for the year. so just to make it simplified that makes sense. so i think at the end of the day i would look to you as the chair as well to say if you have a preference for that. >> yes, i do have a preference and you just called it out. i do feel like we should just create a working group. okay. to move forward because of commissioner albright, you made a really great point about taxing our staff and so i want to make sure that we eliminate that during this time. chair if i may before you make your final decision from from my past experiences as chair of of a different commission, the staffing requirements for this meeting are much smaller and far more minimal and they are required by bylaws and would be the same whether the body met

as a whole or met as a as small working group. so there's no effective difference in budget. there is a difference in the amount of time each of us contribute. it would be an additional three hour meeting you know for all of us. however, i will say just and again i defer of course it is the you at your call and your discretion and i'm going to back you up 100% no matter what how you decide. but it was my experience that getting everybody together outside of all of this allowed for a different kind of conversation to happen that ultimately i think did benefit the body as a whole and was time well spent. i thought at least once a year. >> thank you. thank you for your come. any other comments? >> i guess i would just mention that the the meeting room that the nomination committee uses would be totally appropriate and suitable for what i think

we have in mind. it basically has a white board and it's got a big round conference table and so we could like literally, you know, sit there in the room comfortably and have conversations with each other about about this. >> okay. thank you. and i you know, commission secretary bade us now for the purposes of the nomination committee, you know just simply put the the recording on right and so i don't know there's not a s.f. gov t v requirement right for yeah for for that meeting yeah so basically she would just do what she does during our nomination committee meetings which is put it on like a webex recording. >> yeah. is there a requirement if it's a committee as a whole if we're all meeting for the s.f. gov tv, i mean should should the chair decide that this is going to be a committee of the whole meeting and we're all meeting is there a s.f. gov requirement or is the requirement?

>> no i think it's just a noticing like the room has to be accessible to other people so basically we would be meeting probably in the sage office and there would be chairs around the outside of the room so that people could sit and observe okay here's my suggestion because we don't have to do this now so the vice chair and i will have a conversation come to the table next month with a recommendation and we'll proceed from there. >> that's great. so i do have some final remarks just on this topic. if i may. thank you so much. so so one thing two things one being you know, as far as us meeting and having sort of a strategy really using the opportunity to talk about the new administration and how we can do things in a new way and be innovative and really discussing amongst ourselves what what changes will really be possible. so i just want to offer that as it's something that i'm personally excited about.

and then lastly sort of more directed to the department wanting to honor the loss of dana schnell and i said this at the last meeting when we lost portia taylor that there is a crisis of having to say goodbye to too many of my transistors specifically of color. so i would like to i don't know if this is a future agenda item really talk to the department of investing in programing that prioritizes and centers trans women of color primarily black trans women and opportunities for engagement and professional development as these two women that we lost were representing that and they no longer will be and that's a really big loss not only to the community but also to the services and the guidance that they were receiving. so i would just really want to request deep value and honor

and respect for those experiences and those lives lost. so thank you. >> thank you. i don't know if we've recognized everyone. are there any other items and i don't mean to move forward so quickly from your comment commissioner, i just want to make sure that i'm i do certainly respect that any other items that we want to add to the agenda for next week other than our budget and our director's report. okay. the motion to adjourn timeout meeting is adjourned. >> thank you all

>> driver, bye. >> hi. i'm will b. mixture weltake a walk with me. >> i just love taking strolls in san francisco. they are so many cool and exciting things to see. like -- what is that there? what is that for? hi. buddy. how are you. >> what is that for. >> i'm firefighter with the san francisco fire department havings a great day, thank you for asking.

this is a dry sand pipe. dry sand pipes are multilevel building in san francisco and the world. they are a piping system to facilitate the fire engineaire ability to pump water in a buildings that is on fire. >> a fire truck shows up and does what? >> the fire engine will pull up to the upon front of the building do, spotting the building. you get an engine in the area that is safe. firefighters then take the hose lyoning line it a hydrant and that give us an endsless supply of water. >> wow, cool. i don't see water, where does it come from and where does it go? >> the firefighters take a hose from the fire engine to the dry sand pipe and plug it in this inlet. they are able to adjust the pressure of water going in the

inlet. to facilitate the pressure needed for any one of the floors on this building. firefighters take the hose bunked and he will take that homes upon bundle to the floor the fire is on. plug it into similar to this an outlet and they have water to put the fire out. it is a cool system that we see in a lot of buildings. i personal low use federal on multiple fires in san francisco to safely put a fire out. >> i thought that was a great question that is cool of you to ask. have a great day and nice meeting you. >> thank you for letting us know what that is for. thanks, everybody for watching! bye! [music]

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>> i think a lot of times we get in adult lives we are afraid to follow our passions and think life can't be that easy. but i truly do believe i followed my heart this time in my journal in city government i did not know that is where my passion lied. i kept following it and ltd. to great opportunity to serve the city. [music] >> i'm katy tang the executive director of the office of small business. >> small business contributes to

san francisco's economy. they provide the bulk of employment in the city and employing a million people in san francisco. and roughly 90% of the businesses are defined as small businesses. so, they contribute to the economy but also just the quality of life. small businesses are more then and there a place of transaction it is a community center. a play where people gather. know each other and form memories about the city. >> at the office of mall business i run a team this helps report all mall businesses in san francisco whether they are looking to stfrt a new business or expand or perhaps they are feeling with issues. our office is here as a point of information for anyone with a business that has 100 or nower employees. >> i was growing up i had many

ideas of when i wanted to do. i wanted to being an olympic swimmer. and i wanted to men be an architect, you name it i had many ideas for what i wanted do when i grew up. and i never anticipated entering in politics. this opportunity came along wh started working for former supervisor carmen chu and she became the district 4 sunset district supervisor. that was my firstent row in politics and government in a different level. and so when i was finishing up my time working for legislative aid i thought, i will go off and do something else. may be explore opportunity outside of city government what was then approached by this opportunity to also serve as a district 4 supervisor. if not the traditional route

that many people think of when you enter in politics. a lot know that is manage than i want to do and run for office. that was not part of my culture and upbringing with manage my parents were wondering why i wanted to go in that role this legislation and important because so many women when have it return to work after having a child feel embarrassed or don't feel comfortable asking their supervisor for will any lactation accommodations. i saw it as an opportunity you could use the position where you have tools creating legislation and pass laws and where people listen to to you help the community and pass cause catharsis important to the city and individuals. my family immigrated to the united states from taiwan. and they came here in pronl probably late 20's almost 30.

and so, they came also in the knowing english limp barely read or write but had to quickly understand english to i can't haveigate services and find a job in america. i grew up in the san francisco sunset district i spent most of my childed hoo up until i went off to college. so when i started working in city government, i think i had mixed reactions about my involvement working government because for some of our parents generation, there is i bit of distrust in government. i think there are questions about why i was entering in this field of work. i think you know when i went in city government i thought about my parents like so many other who is have to navigate city services and resources english first language and help the individuals both navigate,

intercept that is on an application approximate signage. it is fulfilling to mow to help people like my parent and feel like government is there to support them and not to harm them. my parents are happy that i retired early from politics and being a district 4 supervisor i could have continued on for a couple more years approximate decided to leave early. i think that over all they were able to see some of my work appear in the chinese newspaper. through that they were able to see i was able to help communities in a tangible way. >> the member of the board of supervisors. >> transportation authority. for the city and county of san francisco. congratulations. >> i think about one importance when i was worn in as district 4 supervisor. years ago, and someone actually came up to me during the swear nothing ceremony and said, wow, i'm traveling here from canada,

and i just i could not believe i saw an asian female worn in in this role a leadership role this meant so much that someone would say that and felt they were inspired by the scene. so -- i hope that as more people see people that look like them and more women coming in positions of leadership than i feel they can doing the same. person this inpyred me is carmen chu who is our city add administrator but also was district 4 supervisor when i worked with her as a legislative aid. at this point, i too, was skeptical of going in politics. i saw someone who had herself never seen herself in politics. got thrown into it and put her heart and soul and dedication to serve people. and it gave me the confidence to

pursue that same job and i honestly would not have either chosen or accepted or considered serving on the board of supervisors were not for carmen. >> if you want to make your business accessible. >> in my role in city government where i have seen the most challenge is people who don't know you and you are here to serve and help them that they classify you as our city government and here to hurt you. so, people will talk to you and -- and just you know treat you disrespectfully. and sometimes i noticed that they might do more to me as a female compared to my male colleagues. but you know i try to be empathetic. one of the most significant barriers to female empowerment we feel like we have to be 100% meeting all of the qualifications before we think that we are qualified to do a

job. if we look at a job description or an opportunity to come your way well is self doubt about whether you can fulfill the obligations of that role. i think that the confidence is huge and sometimes i think we make up for it by trying to gain more experience. more and more and more in whatever we can put under our belts we'll feel better. that may not be the case. we might be qualified with when we have already accomplished. i started rock climbing indoors a couple years ago as an activity to try to spends time with my husband and also to try something new and i finds that rock climbing there are so many parallels to life. you know when i'm on the wall i'm concentrating and trying to make it to the next piece

without falling. there are daying you think i'm not making progress. you come back and wow, i hit another level. and so i feel like in our daily lives and w we think we are not making enough of i change in the city. and sometimes we have to take out time to reflect every day as long as you try and give it your all and you look back you will have made a significant contribution there is no limit to where you go in terms of rock climbing. i want to reminds myself of that in terms of daily life. >> follow what it is you are interested in, what makes you feel excited about wake up every day. you never know and be open to all the possibilities and opportunity.

[music] call the december 17th, 2024 regular meeting of the municipal transportation agency, board of directors and parking authority commission to order. secretary silva, please call the roll on the role. director chen. present. chen. present. director. heminger. here. heminger. present. director. hines. present. present. director. henderson. here. henderson. present. director. tarloff. here. tarlow. present.