your family is really a meaningful thing to be and just a fun place to be in. a lot of great memories seeing so many groups here over the oh my gosh we do this every

every month. good morning. the morning that's better. >> thank you so much and good morning and welcome to the february the 14th, 2025 homelessness oversight commission meeting. it is valentine's day so happy valentine's day to everyone of you as our custom we will start off with the material in loney land acknowledgment the san francisco homelessness and oversight commission acknowledges that we are on the unceded ancestral homeland of the roberts aloni who are the original habitants of the san francisco peninsula as the indigenous stewards of this land and in accordance with their traditions the roman titian loney have never ceded lost nor forgotten their responsibilities as a caretakers of this place as well as for all peoples who reside in their traditional territory as guests we recognize that we benefit from living and working on their traditional homeland. we wish to pay our respects by acknowledging the ancestors elders and relatives of the raw material community and by affirming their sovereign rights as first people. now now turn it over to our

commission secretary to advise us of the public of our public comment policy call the roll and read a sound producing device 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 in room 416 and broadcasted live on s.f. tv. >> members of the public attending in person as well as remotely will have an opportunity to provide public comment 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 26609789700 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 commissioner this commissioners this places you on item two brokaw please respond with present when i call your name chair jonathan butler president butler president vice chair kristin evans president evans president commissioner katie albright is not present. commissioner gina aslanian williams present as lonnie and williams present commissioner berman deputy present deputy present commissioner walking row is excused and commissioner sharky laguardia is excused. please note that the san francisco department of homelessness and supportive housing's executive director sharon mcspadden is present. commissioners we have a quorum. this place is on item three announcement so 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 the 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 for analysis by the chair. thank you commissioner six commissioners secretary edsel first of all as i mentioned happy valentine's again to everyone but it is also black history month so i certainly want to highlight the fact that we have our ancestors who have paved the way for folks like myself to be present in this moment. so i want to recognize and honor our ancestors also it is the ending of the chinese new year and so i realize that coupled with the nba all-star weekend it's going to be a lot of things happening this weekend. so i hope that we can find joy in that moment. but also to focus on why we're here and that is for those who are on those streets, those that are in those shelters, those that are just trying to to make it in life and so just help us in this moment as we are gathered here today to focus on what's most important for us today. >> thank you. thank you. i want to open it up to our

commissioner to provide any communications or comments that they choose to make at this time. >> comments. wonderful. just want to remind the public that we will have agenda items and as you come to make public comment that you only make public comment based upon the agenda item that's been discussed and i will use my discretion of whether or not we continue if it's not so. okay. this places us on the adoption of the january 10th, 2025 meeting minutes. are they comments or questions from commissioners regarding those minutes? mr. chairman i move approval second. okay. >> it's been moved and probably a second date before we go into vote. i will open up the open up the opportunity for public to make comment on the meeting minutes from january the 10th 2025. >> okay. it's been moved improperly. >> second all in favor please indicate by sign i i not

opposed the meeting minutes are approved this places us on item number seven of our agenda the adoption of january 28th 2025 our special meeting minutes are there any comments or questions from the commissioners regarding these many minutes move approval mr. chairman second. >> okay it's been moved and probably second if there is any person who wish to make public comment on this item please do so at this time and remote callers okay it's been moved to properly. second is a motion to approve. all in favor please indicate by sign of i i i not oppose the ayes have it i was not present so thank you and so order this places us on my favorite part item h s h recognition. >> good morning. executor is serene mcspadden and i on the agency commission will honor kathy perdue from the agency h office of programs for the month of 2025.

>> hey kathy, i know. yes. oh, you haven't seen this before? no. so congratulations. oh, and it's valentine's day. yes. so kathy, we're really excited to honor you today as our limelight awardee for the month of february, kathy is the program manager for the adult shelter system on the shelter and outreach team and was nominated by dark haven. so i'm going to read what da wrote kathy kathy perdue is the hsa program manager for next door msd south sanctuary hospital hospital de health shelter a woman's place mission neighborhood resource center, the glade walk in and bayview drop in programs. she is timely, detailed and conducts comprehensive

program monitoring for all of her programs annually. kathy is profoundly organized and meticulously tracks her work. she both supports her providers and provides deep accountability post-pandemic kathy supported the re inflation of the large congregate shelters and mercy south and next door. she is currently supporting the project management of the msi south rehab work which will significantly improve modernize and make fully accessible the facilities at the site. an area where kathy thrives is when there are critical incidents that are sites in need of a rapid response and support from hsc h during a recent event kathy ensured there was support from our city partners including the department of public health. she deployed to the site herself to connect with staff in person. she set up a series of meetings both for staff to debrief on the incident and to develop a forward looking plan with the organization's leadership that takes into consideration areas for improvement. >> kathy consistently brings a thoughtful, empathetic

and solutions based demeanor when organizing debriefs with the cbo provider and city partners after critical incidents, kathy brings a vast wealth of historical shelter system knowledge through her years of experience overseeing city funded shelter contracts that wisdom and deep knowledge of the city's system of care allows her to provide leadership to the hsa and community based organization teams during the challenges and the successes of the dynamic working environment. we are really thrilled to honor kathy this month and to celebrate her long term contributions to the city's homelessness response and kathy ,i know i told you this in the all staff meeting but every time i'm out visiting the sites that you oversee and work with i hear consistently great feedback on your customer service or on your empathy on the way that you work with our providers and the way that you think about the needs of the people that we're serving in the shelters. i just want to thank you for that and it's always so

wonderful to hear good you know, good words about the work that our staff is doing and i always consistently hear that about you so congratulations. so and you'll get your the real thing later. >> that's how it works. okay so oh okay so the flowers thank you. >> yeah, of course. i'm sorry. that's what i'm supposed to ask you. thank you. i'm so honored i said i wasn't going to cry. >> i don't know why i'm getting so emotional. this is crazy. i'm just so grateful and thankful i've been my career with the city has been over 26 years. >> i started when i was five so and i am just grateful for my team the shelter team we have the hardest working team in h. s h right me if you don't agree and i want to give a special

shout out to my providers who some of them are here today. thank you so much for your support, your partnership and your collaboration. we we can't do this work without you and we are just grateful for your dedication and it makes me look good so i'm happy about that. >> thank you so much for this honor. thank you to thank you again, kathy and congratulations to you. well now transition to our director's report and so i open up the floor to director mcspadden at this time i'll start by telling you that last i'm realizing last month when i was here that i thought i should start using readers. >> so and then i forgot so many . >> i just want to say happy

valentine's valentine's day to everyone. happy black history month. oh, let's try another too much she needs less i don't i barely need anything. >> i mean i do have progressive lenses and i just i think they're not enough. so happy valentine's day today. and i also just want to say happy black history month and happy lunar new year to everyone and also to point out that we had earthquakes yesterday so we probably won't have one today and for now this is mike just saying yeah and we know we're in a good place so today my presentation will include our regular update. >> rick requested information from all of you about our collaborations with the department of public health an exciting new inflow outflow dashboard and an interview of our new anti violence and weapons policy for

supportive housing. and in addition to that we tried to weave in some of the questions that came in this week from a few of you so i'll just move into my updates on the data related to each component of the homelessness response system and some corresponding programmatic updates. >> so in december the san francisco homeless outreach team conducted 3659 engagements and distributed 9365 engagement tools and resources including food, water and hygiene materials. both numbers are among the highest in the last year during december and january the homeless outreach team activated our inclement weather protocols on 15 days due to cold and or wet weather. four of these days were level one activations which includes expanded outreach and wellness checks and 11 days were level two activations which includes expanded shelter capacity and access as well as expanded outreach. >> in december s.f. hart

conducted 223 housing assessments in the field connected 14 households to long term housing and made 213 placements to shelter. >> and i just want to say also the hot team has been deployed to six street and is really actively focused there. one of the we have a team there every day and they have started connecting people to shelter along with other you know within coordinated with other departments on that effort on sixth street. so we're really happy to see that progress and we're kind of monitoring the number of beds that we have available each day to kind of see what's needed and if we need to add a few we can add a few but right now we are i think able to give out about eight beds a day and for the most part those have been taken. and then moving on to coordinated entry the number of coordinated entry assessments conducted in december was 1036 which is higher than the number

of assessments done by this time last year 75% of these assessments were for adults, 15 for families and ten for young adults. >> in december, hhs and its partners provided homelessness prevention services for 221 households so far this fiscal year 1322 households have received homelessness prevention services funded by agency h. they're not moving on to prevention. one of our key prevention tools is the san francisco emergency rental assistance program or erap. that is a partnership between sage and the mayor's office of housing and community development. this past month we served 316 households with an average assisted loss of $4,565 per household. 90% of those who received assistance identified as people of color and 89% earn 30% or less of the area. >> median income in the last

six months we have resolved homelessness for 421 unique households through problem solving with $1.4 million in financial assistance. the majority of these problem solving resolutions were for adult households that was 72% followed by families 17% and then young adults at 11%. >> we did receive a question in advance from the commission about the potential for new funding for problem solving. unfortunately at this time there's no additional funding identified for problem solving. this fiscal year. we have asked providers to operate within their budgets and once their current problems problem solving budget is exhausted we will not have additional funds for this program. funding for problem solving will be an ongoing discussion with the mayor and the board of supervisors during the budget process and we likely will not know more about future investments until the budget is the budget process is completed . >> and then just moving on to the housing inventory dashboard

hsa funds 3000 i mean sorry 13,390 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 december we moved 158 people into permanent housing within the homelessness response system 125 of those were adults. 22 were families with children and 11 were young adults. so far this fiscal year 1133 households have moved out of homelessness and into hsa funded funded housing. it's important to note that the number of households placed into housing each month fluctuates throughout the year. depending on the number of new buildings coming online buildings that have been under renovation and are coming back online and new scattered subsidies that we are rolling

out at any given time turnover within pch is about 10 to 12% per year but does not happen on a predictable schedule. therefore we cannot expect housing placement numbers to be stable throughout the year. as of january 20th 2025 hca which has an 8.5% vacancy rate in our site based supportive housing portfolio out of the 731 vacancies to 87 have move ins in process. now 379 are offline. only 65 are available for referral. this reduction in the number of vacant units that are already four that are ready for referral is a reflection of the work that hca, our provider partners have done to improve the housing placement process and reduce barriers. units offline for janitorial and maintenance holds have been somewhat stable over the last couple of months and are down from fall of last year. however, these units still make up the majority of vacancies at

155 units. >> this month we would like to highlight the recent progress of two of our programs in reducing long standing vacancies. the first is the hamlin hotel which is operated by chinatown community development corporation. in august of 2020 for the hamlin's vacancy rate was 21%. through close collaboration between hhs housing placements team, the site operator and the housing authority, the hamlin closed the year at a 6% vacancy. >> the second building is the center which is operated by home rise. vacancies at the center peaked in spring of 2024 at 25%. our colleagues at home rise implement implemented weekly office hours for viewings at least signings which minimize coordination challenges. ultimately they finished the year at an astonishingly astonishing 3.4% vacancy. these buildings due to their federal funding were among the higher barrier placements in our portfolio but careful

collaboration and commitment allowed us to move folks in faster and dramatically reduce vacancies. and so this i think we talked last month i talked a little bit about what we had done in december kind of you know, letting everybody know there was a deadline and then now we're working closely with our providers that have the higher vacancies to figure out what's going to work best for that particular building. and it seems like our staff feel that it's really working. so i just want to thank everyone who's been part of this because this is exactly what we want to see. we want to see those vacancies coming down as quickly as possible. >> and then hca is excited to announce a new antiviral gas and weapons policy for supportive housing. while we've been working on this policy for many months, recent incidents at our programs continue to highlight the need for improved safety. hca is committed to ensuring the safety of nonprofit employees city employees, vendors, residents, visitors and guests who live in work at or visit permanent supportive

housing to better ensure safety hca will be launched launching new anti-violence and weapons policies throughout our portfolio. >> first i want to highlight the existing policies, procedures and partnerships relating to safety including a 24 hour dusk coverage requirement collaboration with the department of public health to offer onsite behavioral health services collaboration with the department of emergency management to offer crisis response training around using 911 and other emergency resources such as the crisis team etc. these are all important and they will remain . we've been working closely with the city attorney's office to develop the most robust weapons policy possible within the confines of state and federal law to best support providers and residents. the department will now require that city funded site based permanent supportive housing providers adopt and enforce a site's specific weapons policy

which must be incorporated into tenant leases through a lease addendum. hsa is issuing a template lease addendum which will specify that it would be a breach of the lease for either a tenant or their guest to possess a weapon in violation of california state law. fail to securely store that weapon especially in the presence of minors or threaten anybody with a weapon. sell a weapon or fail to notify management in the event a weapon or ammunition is stolen from the premises. hsa will be rolling out this policy to our providers this month. we actually had our first meeting about it yesterday with our provider leadership group and our staff and we will be providing template lease addendum so that we can ensure consistent implementation across the system. it's really important to note that this policy is focused exclusively on site based support of housing where tenants have leases and that hsa already has a very robust

weapons policy at its shelter programs. >> and then moving on to shelter across the shelter system on february 4th, 2025 the department had 3848 units of shelter capacity and a 92% occupancy rate. we continue to monitor the shelter occupancy rate closely as of january. >> as of january 28th, 2025 there were 390 people on the adult shelter waitlist. last month it was 248 and 316 the month prior in december. 538 adults joined the waitlist. >> the average time on the waitlist was 11 days for people who accepted placement offers. and that's no change from the last three months. in december 127 people were placed into shelter from the reservation system up from 92 people in november. on january 28th there were 320 families on the shelter waiting list and that's up from 278 in

december. in december the 111 families joined the families shelter waitlist and in december 45th families were moved off the waitlist and into family shelters which is more than double the previous months. we will have more data on our shelter waitlists in the appendix slides and you can access those in your report or online. >> as part of our effort to significa only expand shelter capacity, h. s h is thrilled to announce that we have new shelter capacity coming online including that the trans hotel voucher program operated by san francisco community health center and that's expected to launch this month with the capacity to serve 8 to 10 people at a time. the jerald commons program operated by we hope expected to launch in early april 2025. the priority for placement into the jail commons will be people

identified by the homeless outreach team living unsheltered and or in their vehicles in the bayview community. >> hca is moving forward with closing two programs the covid non congregate shelter program operated by the episcopal community by episcopal community services will close to all guests on february 28th, 2025. when we began the process of demobilization of the covid last fall we had 116 clients at the shelter. to date all but one client have been exited from the shelter. 14 shelter guests exited to housing, 79 exited to other shelters, ten abandoned their rooms. eight were asked to leave for rule violations. two were incarcerated. one received relocation assistance and one guest passed away. of the 79 guests who were placed into alternative shelters, 61 are eligible for supportive housing and for them their shelter placements will

be short term while we continue the housing placement process and then the basic bayview vehicle triage center will close to all guests on march 3rd. >> since opening in january 2022, the bayview vehicle triage center has served 132 households living in their vehicles. everyone exiting the vehicle triage center at the point of wind down was offered permanent housing, rental subsidies, alternative shelter and or relocation assistance prior to the closure of the site. as we close we've worked closely with guests to plan for their next steps and track where guests are going. as of february 11th, 2025, there were 37 households remaining on the site of which 24 are accepting placement in the hhs funded housing programs and that's rapid rehousing or permanent supportive housing and 12 are accepting vehicle repairs and financial assistance. one client has not yet decided

and then we have some upcoming trainings. hsa is holding several training and technical assistance sessions with family shelter providers to review recent families shelter policy changes and implementation expectations . >> i just want to talk a little bit about shelter health the collaboration between hsa and the department of public health has been an ongoing topic at this commission and this month we wanted to spend some time highlighting the deep collaboration that hsa has with the department of public health across our system of care. >> the first is shelter health which is available at tow shelters and navigation centers including msc south, the embarcadero and the division circle nav centers as well as at non congregate sites such as the monarch and the andante. these services and encompass a large range of care from onsite testing for infectious infectious disease and wound care to chronic disease care and medical medication

management. this partnership ensures that guests in emergency shelter receive the health care needed to thrive and to successfully transition into more permanent housing placements in mainstream primary care. shelter health schedules vary site by site based on the capacity of each shelter site but most sites have shelter health presence at least two days per week during business hours. if shelter guests have urgent medical needs at a time when a clinician is not present, shelter operators rely on emergency medical services and we continually work with the department of public health to look at this model and to, you know, talk about whether it's enough whether it needs to be more robust at some sites and may be less robust than others. but we are in deep partnership with the department on that. >> and then also wanted to talk about another great collaboration, very exciting collaboration that we have piloted the restore program which is an innovative

partnership between nhs h and that is colo cated at the adapté non congregate shelter. >> the goal of the program is to offer short term shelter stays to stabilize adults. that single adults or couples who are using substances and engage with the night navigators on the street. through this program participants are able to access shelter in real time while they connect with telehealth and begin substance use treatment and medication. >> this is a bridge housing program where participants tip typically stay for seven days but extensions are possible. h provides the shelter and housing oriented case management while contributes case managers who support substance abuse and behavioral health outcomes and also funds telehealth services to connect residents with treatment options at the end of their stay program participants are then either placed in residential treatment centers, shelters or into other housing . the restore program started as a nine room pilot and is

expanded to 26 rooms serving 37 clients. rooms can serve couples at the adt since the pilot launch we have served a total of 379 clients. 84% of restore clients successfully initiated medication during their restore stay and 49% have exited to a stable location either shelter on medications, residential treatment, housing or relocation services. and then next i'll highlight how hsa and coordinate our street response teams to best serve people experiencing street homelessness and to get them sheltered and connected to resources. while there are many street response teams with their own specializations, department of public health supports teams such as the night navigators and street medicine which focus on getting people connected to appropriate health care. these supported teams are essential in our overdose response strategy and importantly they can also get those who are ready for

treatment connected to a doctor immediately. >> it also provides health services in hsa permanent supportive housing through the permanent housing advance clinical services or facts baby behavioral health clinicians, nurse practitioners and health workers partner with nonprofit permanent supportive housing providers to provide non-urgent direct care and care coordination. facts services are available across 150 plus buildings which housed more than 11,000 residents in calendar year 2024 facts served 1087 and duplicated pch tenants and resources registered a total of 9531 encounters with those tenants. the facts team has a total of 26.5 fte is when fully staffed 4.5 provide supervision or ops and 22 ftes provide direct services.

>> facts is also a key resource for overdose prevention. >> the team coordinates with ucsf hope program which provides outreach and support to residents of pch following an overdose. along with providing direct support to residents, facs is now training providers in how to offer post overdose support and referrals to treatment. in addition to facts we have a new partnership with delivering innovation and supportive housing or dish to train overdose prevention peer counselors in our permanent supportive housing buildings. >> and then just moving on to some other out updates. as you know, hhs committed to providing transparent and actionable data to better understand the dynamics of homelessness in our city and we are continuously adding our data capacity. we're thrilled to share with you our new homeless homelessness trends dashboard. it is designed to track the movement of people in and out of the homelessness response system. >> this data provides insights into how many people are

homeless at the beginning of the year, become homeless, how many leave homelessness and how these trends evolve over time. in order to reduce the overall number of people experiencing homelessness in our community, we need to slow the rate at which people fall into homelessness and increase the rate of access from homelessness. obviously the new dashboard is live on the hhs website as of this morning and is a part of our ongoing commitment to using data to inform and improve the homelessness response system and just give you a little more detail on the dashboard as you dig into it. the dashboard presents yearly data highlighting three key measures homeless at start clients are identified as homeless at start if they are actively experiencing sheltered or unsheltered homelessness as of the first day of the reporting period inflow clients are identified as inflow if they were identified as homeless within the reporting period and if they are not were not already homeless on the first day of the reporting

period and then outflow clients are identified an outflow if they are no longer if they no longer appear as actively homeless as of the last day of the reporting period. this includes clients who were housed by the department of homelessness clients who resolve their homeless, their episode of homelessness on their own or through other resources and clients who became inactive in the homelessness response system. as you can see here and heard last month from commissioner lagana even as we significantly increase the number of people moving out of homelessness each year, we struggled to manage inflow into the system and therefore the population continues to grow. >> and then just for a strategy and planning update i wanted to talk a little bit about our multiyear procurement pre-development over the next three years the stage strategy and planning team will lead a rigorous procurement pre-development process that allows hsa staff providers and people with lived experience to co-design program

models that incorporate what they have collectively learned in recent years as well as nationwide best practice. in january the planning and strategy team kicked off the multi-year procurement pre-development process for scattered site and transitional housing contracts which are being re procured in fiscal year 24 to 25. to date the predevelopment process for scattered site and transitional housing has has engaged over 50 providers and then under strategic planning our strategy team has been busy convening meetings with groups representing some of san francisco's most vulnerable residents. the convenings from the last month and those in the near future have focused on youth older adults and those with disabilities, transgender and gender diverse clients and veterans experiencing homelessness. in january, sage joined colleagues at the capital planning committee san francisco human services agency

,the mayor's office on disability and the mayor's or the mayor's office on disability in the mayor's office of housing and community development to present the joint aging and disability affordable housing implementation plan. the plan builds on community participation in extensive outreach and engagement performed for the 22 2022 aging and disability affordable housing needs assessment which the implementation plan is designed to address. hhs is convening san francisco youth providers for a strategy session on march 3rd to build on previous provider feedback and on system design work with the goal of issuing our youth focused strategic plan by the end of summer. hsa will work with percent consulting to interview interview providers who are working with transgender and gender diverse or tagged clients around housing and service accessibility. the primary goal is to learn what capacity building support hsa could offer that would be most needed and impactful.

a secondary goal is to learn more about system accessibility and efficiency for transgender and gender diverse clients from the community providers perspective so we can continue to optimize services. we planned ten provider interviews over february and march months paired with interviews with people with lived experience. >> despite all of the rhetoric out of the federal government, hsa deeply remains deeply committed to our diversity, equity and inclusion work within the department and throughout the homelessness response system. the hsa equity team is looking for submissions for speakers at our monthly intersectional diversity talks. if you know anyone who would like to submit please email hsa equity office or hsa dash equity office at sf gov. >> dawg and then i just want to shift over to our legislative update. sorry chair butler this is a

long one. >> there's a lot there's lots going on at the state local and federal levels that we are following closely in regard to state legislation. assembly member bonta introduced assembly bill 315 which among other provisions would expand the availability of the home and community based alternatives waiver to enroll all eligible individuals currently on the waitlist. this waiver is important because hsa from community partners leverage these waivers to provide in-home care to residents of permanent supportive housing with intensive medical needs. we will be proposing the city support this legislation at the state legislation committee hearing later this month in january. in january we had two hearings at the board of supervisors. we had mayor lori fenton all emergency ordinance which streamlines city processes for core initiatives to strengthen city's response to homelessness, drug abuse, mental health needs and related crises in a grant agreement to extend our adult rapid rehousing program in

partnership with episcopal community services. this month we will be introducing three lease extensions to the board of supervisors to continue operations of existing shelter programs at the bayview nabs the dante and the monoclonal non congregate shelters. additionally, hca is introducing five grant agreements to extend and expand our housing programs. finally this month we'll be having we'll have three hearings at the budget and finance committee including last week's hearing on catholic charities contract to expand family rapid rehousing and a coming hearing on brilliant corners flexible housing subsidy pool program and a hearing at land use about a pending ordinance that would amend the planning code to allow hotels that temporarily function at interim housing to roommate to retain their tourist designation after the shelter closes. >> as you've likely heard in the press, the board of supervisors recently passed mayor fentanyl emergency

ordinance. so we wanted to spend a few minutes here giving an overview of the ordinance and its potential impact on s.h.. mayor laurie introduced an ordinance that would waive various requirements under the city's administrative code to support the mayor's core initiatives including homelessness, drug abuse, mental health needs and public safety hiring. the ordinance authorizes the following through january 8th, 2026. >> it suspends the competitive procurement requirements for contracts, grants and leases related to core initiatives from designated departments. suspends a requirement that the board approves leases related to core initiatives. delegates authority to the mayor to approve certain contracts, grants and leases for core initiatives under charter section 9.118. if the board has failed to act within 45 days it authorizes designated departments to accept and expend nongovernmental grants donations and gifts for core

initiatives up to $10 million without board approval. authorizes the comptroller to transfer surplus funds to support core initiatives and waives the bested payment waiver for six months for the mayor and employees of the mayor's office. it is important to note that hca has existing streamlined contracting authority for projects addressing homelessness remains in effect through may 2029. >> and then just some updates from other advisory bodies the local homeless coordinating board has one vacant seat. next meeting is monday, march third and they will announce the release of the 2024 continuum of care. >> no awards. >> the shelter monitoring committee has seat seven remains vacant but that's the only vacancy so that's good. it's i know the committee has

done a lot of work on getting some of these vacancies filled. the shelter monitoring committee will discuss improvements to the complaint receipt process at its next meeting on february 19th. the shelter monitoring committee would also like to remind shelter providers that they should provide written responses to complaints within five business days of the receipt from the msci sbc during the covid 19 pandemic. that deadline had been expanded to seven days but shelters are expected to comply with the current admin code which specifies the five day timeline and then the shelter grievance advisory committee has three vacant seats. seat two with this which is a youth shelters consumer seat for alternative shelter services consumer seat ten arbitrator that's a person who represents an organization or project providing shelter client advocate services in the city. >> having we're having trouble reaching quorum with so many vacant committee seats so really hoping to get some new folks on to that committee. >> the next meeting is tuesday,

march 11th at 2025 from 230 to 4:30 p.m. and there will be continued discussion of nominations of a new chair and vice chair. finalization of the proposed advisory committee bylaws and then a discussion on filling vacant seats and then our human resources update. we have 254 or 4.65 fte and 3.65 vacancies and that moves us on to questions and fortunately i have my exact team here along with me to help answer any questions that you may have. >> thank you director mcspadden for the comprehensive report. and i want to open up the public first to make any public comment and i just wanted to remind the public as i mentioned earlier, to please ensure that all public comment is strictly related to the agenda of the director's report. there will be opportunity for general public come in later on in the agenda any members of

the public who wish to make public at this time please do so. >> good morning commissioners. happy valentine's day. my name is marni. i usually pronounce i'm with arkansas youth services and co-chair of hasbro. i just wanted to reiterate again how incredibly critical problem solving funds are particularly for transitional age youth who are being disproportionately impacted by the new restrictions. totally understand it's financial decision. so we're hoping that the board of supervisors with with ages ages partnership can find some funding to put back oh it's such an effective prevention tool. transitional aid youth 18 to 24 sometimes younger but 18 to 24 typically who are surviving off the streets typically don't have a lease in their name. so first or last month rent deposit is just in a they're

either couchsurfing or staying with family where they're trying to pay rent. that's a lot of the resolutions and it's just such a stabilizing effective prevention tool. so they can stay where they are and we can work with them the providers can work with them to get employed, stabilized, get employed and then eventually be able to get a lease in their names. but they have to get to that point first. again, it's really, really effective. it is prevention and we're hoping that some funds can be put back into that pool. we're really wealthy city and this is just such a easy ask. thanks. >> thank you. much morning commissioners and director meghan roar. i'm the co-chair of the local homeless coordinating board and on day three as policy director at compass family services. and speaking to you also about the access point problem solving funds we've heard why it's important both from mani

and from why we have to make sure it's possible to kind of slow down the rate of people who are entering our homeless response system. i'm going to give you a few numbers just from compass alone and obviously remember the additional cost you save by not having children encounter the homeless service system at all based on 128 clients that we helped with problem solving services spending an average amount of $4,346 to help people be in stable hope housing 82% of which stayed in their housing for 12 months after they received this service. this is people who are coming from unstable housing or in places that are not meant for habitation. we're comparing spending $4,300 on a family to keep them out of the homeless response system versus $47,000 plus all of the behavioral health costs that

come after that and the additional costs that might come in spaces like the san francisco public school district. it seems like an obvious budget issue but it's also a heart issue knowing that we want to make sure that we're doing the right thing for people. we can't help people utilize the services that we have in a way that increases trust. if we keep taking all the rungs off of the ladder of support for people. >> yeah. thank you. thank you. thank you. >> okay. any remote callers? okay. i would like to open up the floor to god of public comment. come on. you all can line up so that i can recognize who's going to come up next. we're going with with the conversations regarding weapons and the two shootings that happened. it seems like we need to have

we have a zero training manual like the shelter main shelter training manual. >> so it's it's official like what is the service providers responsibility and obligation. i mean they should have some type of responsibility and obligation to de-escalate situations and and to respond appropriately to emergencies. the problem that i had in my building i saw an animal in distress. they just referred it as a noise problem and just was going to wait indefinitely. so it seems like there's you know, i think the city should step in and make sure that sro providers provide aid act in a

best the best practices and model when dealing with, you know, situations you know, just feels like it's i just feel like we're eliminate it's moving more to an oligarchy than something where it is equity equitably equity you know in the in the homeless by the bay shelter by the bay. >> so it's it's this is problematic now with your housing situation your t meetings that you're having and you're talking about like designing you know future things up i'm wondering if you're going to meet with any of the people who would need those type of housing to figure out what to you know, like what

people would want what would they need? >> i just feel like, you know, my conversations, you know, regarding you know, what would a person need to actually be housed or stay housed? >> it seems like it is going on deaf ears and i just feel like there might be some things that are really innovative or free that could be done. >> it's i feel like in these as our roles resources are just being thrown away they just you know the person leaves or whatever they leave stuff behind it just gets thrown away or that. >> thank you. thank you. hello? hello? hello. they. hello. i am the chair of the shelter management committee. i'm not speaking in my capacity

in that role. i'm also a member of the san francisco religious society of friends or quaker meeting which is pertinent to our discussion here because next month will be the first time that we've served as the interfaith shelter site with the city and county and that took a lot of doing to get the congregation there and it took a lot of discernment. so i'm glad about that. i rise to speak specifically about two points in the report . one is i'm sorry huey's smelling things. >> one is on page eight specifically about travel and those that exit from the system because they receive travel to another municipality whether there is any in place aftercare program to follow up with those participants to find out whether those outcomes are stable. how long do we have an aftercare program for those participants because obviously if the situation you came from would have afforded you the ability to go back into a functional dynamic, you probably would have accepted

that offer earlier. >> and then on page 16 i wonder about i think that the conversation about flow is very pertinent to our discussion about outcomes. i do wonder on page 16 if the very top of the pipeline in the way that the data was presented prior offered a snapshot of the very tippity top of the pipeline which is how many people were being exited from the waitlist without connecting to shelter. it seems to me that that specific data point is important to continue presenting because it is an indicator as to how the coordinated entry system itself is functioning at the very top of the pipeline. and so while i think the more holistic data set is useful, it will be important not to parse that specific data indicator out otherwise you won't know what's happening in terms of the number of people that are being exited from the waitlist without actually connecting to a shelter bed and specifically as i've requested as i've observed over a number of months that the exit exits from

the waitlist without being placed and the way that the data has been presented is not necessarily segmented by demographic to the prior speaker regarding transitional aid use. so we don't know what proportion of those people were senior citizens, what proportion of those people are transitional age youth. and so i just would offer that observation about how we can possibly continue to fold in the data about how what proportion of people are exiting from the waitlist without connecting to a shelter bed because that's the most difficult part of the pipeline and i thank you so much for your work. >> thank you. thank you. >> any remote callers? >> no chair. okay. i'd like to open up the mikes to our commissioners for any comments. >> commissioner dufty. >> thank you. good morning everyone. first i want to start off and thank the director and staff for putting together this great report and that there is so much positive news and that the imperatives that we had around reducing our

vacancy rate and other you know, situations that that have been really challenging to the city over many, many years to see the progress that's that's taking place. i want to thank you, director, for your unequivocal statement about how important it is that we continue to support and be open and emphatic about the needs of transgender san franciscan and others who doubtlessly will come here because they're not safe in other states and communities that don't have some of the protections that we do in san francisco and in the state of california due to laws that we have that we have passed. i just want to take a moment and just say that, you know, as a gay man i you know, you look at stonewall, for example in new york where in response to police violence and abuse that patrons of a bar the stonewall

inn revolted against that and and it was trans people and drag queens that were in the forefront of that effort. and so it's painful for me to report that something that happened within the past couple of years which was designating the stonewall inn as a historical place and its importance and the civil rights movement and just in the past two days all of the signage around stonewall took out the words lgbtq and only put the words lgb. so you know absolutely a commitment on the part of this president and the unfortunate people that work for him to just seek to erase people and it's not limited to the lgbtq community. we're seeing it across the

board with the failure just the absolute unbridled racism around diversity, equity and inclusion and i see many companies that are taking strong stands and still continuing with their programs but others are not that courageous or maybe they face greater risks. so i just want to say thank you and to indicate how important this work is. i do think that that we have an opportunity as it relates to the problem solving program that that we have here. and just in the testimony that marty and megan provided, it's so clear that the prevention dollars and just eliminating barriers you know, i have signed i have cosigned loans for you know, not loans i'm sorry lease agreements for for clients because i was so

frustrated that they couldn't you know, if they didn't have a 560 credit score that they weren't going to, you know, be able to move into. and my cd housing. so i, i what i believe that we could do is i think partner with the providers that can share this experience and i think that we should just go to the board of supervisors and i think all of us can reflect on who we have good sway with and who we can go and visit and i think it would be a very important thing to do right now. we've talked about it but i think that, you know, with a new administration fresh eyes on on situations that and particularly this is a mayor that has made it clear that he's going to reach out for for philanthropy. and so i think that this is an area where maybe it isn't the

budget for a year or two, maybe it's outside philanthropy and i would think that many individuals that are on speed dial with the mayor would love to see the statistics that we have around this program and how successful it is. so i apologize for speaking personally for a bit just and then i know that in san francisco we're not going to allow people to be erased from whatever you know, whatever background, whatever their circumstances that this is just not acceptable and this is not going to go away. this is this is going to be a long term struggle that we're going to have. madam director, i wondered if i could ask. i know you know we've had some conversations about some of the youth issues and i wondered if you might reflect on upcoming things or you know in terms of

some of some of the questions and answers that we're looking for for our tape providers. >> sure. i mean i think one of the things that we as i think i've talked about before that we are very invested in doing is kind of thinking about some companion pieces to our strategic plan. so that was a very broad plan about a lot of different things with you know five like pretty ambitious goals and we also at that time identified a number of populations who where we know we really need to take a deeper look and do some work with our community to come up with the right plan right for each of those. and so one of the next ones that we're really excited about doing is this youth plan and i know that our providers have really been pushing for us to do it you know, kind of make it rise to the top and the list of things that we're looking at and we're really excited that

we do have a convening scheduled for march 3rd. and you know we we've done a lot of the work with the community already and to to the public speakers question yes, we absolutely have invited in the voices of people with lived experience and lived expertise as well as the voices of our providers and we will so we have a lot of information that we've already gathered and we're looking forward to this convening to kind of like you know, point out which which things are really important to the system to make the improvements that we need and then we will be that's kind of the kickoff for more work that has to happen with those very same people over the next few months. so that we can get together a really solid plan. and so there's a lot of room for community engagement there and really excited that my staff have put together. i think is is a good plan and hopefully a template for the work that we'll do with some of the other populations that we need to do deeper dives on.

>> and i really appreciate i know that how important these issues are to you as as our leader and so i'm grateful and we look forward to the progress and i think will be great. thank you. thank you. >> commissioner dufty commissioner slonim sylvia means good morning everyone and happy valentine's day. >> i don't have many comments. i just want to thank you for and congratulate to you for the improvements that were made in the vacancy department at both the henry and the hamlin i'm sorry and the senator. so that's that's huge. >> that's really huge. the anti-violence policy is also great to really put some attention on that and so really appreciate that. >> and then also the restore services with the stabilization with the department of public health and all that. >> and i just want to say that

with everything going on in the world and in this country right now, i'm very proud to be a san franciscan and i'm proud to be in here in collaboration with everyone and the exchange and all the commissioners so proud san franciscan. >> thank you. thank you for your comments. i want to ditto that i mean i think there has been improvements and we certainly should always highlight that and i think the vacances is one step in the right direction and i certainly look forward to the opportunities to to hear about what what will happen after that. i do appreciate also the collaboration with h and how you've laid that out and i would like to go deeper into some of the specifics about that and also other departments that h. s h are collaborating with as well. >> i think i think the key i think we can all say this is

that we cannot address this issue without cross department collaborations and so i'm grateful that you know we we do have some some information from dpa in terms of collaboration and look forward to the other departments as well. >> and chair, if i could just say really quickly, i mean one of the the strategies that mayor lori has is to really have departments collaborate and we have been well we've been collaborating obviously for many years. i think there's a new focus on that collaboration and we've had opportunities even in the last month or so to work much more closely with department of public health as we think about shelter expansion, as we think about, you know, how to right size permanent supportive housing with the supports that we need in the right places. so there's a lot more to come on that and then we absolutely can kind of highlight some of the other partnerships that we have in upcoming commission meetings and it would be nice to have some representation from to come and also provide

that collaborative presentation. i know that there's a new director for department of public health so i'm interested in knowing how that relationship builds and how it actually strengthens. so so thank you. i went because commissioner albright said by our vice chair that she has a lot on our list and so i'm just going to pave the way for her. >> commissioner albert, do you have any i'm sorry commissioner evans i can go after commissioner please go ahead. i was hoping other people would touch subjects i wanted to touch on so i didn't have fewer. >> i'll i'll see if i would you mind just showing the slide deck for one second again, i just want to highlight slide 26 . i think it's so important i cosign with my commissioners on the importance and i am a proud san franciscan and i'm grateful to the department for focusing on diversity, intersectional talks and celebrations. and so i just wanted to bring that slide up again in the request for submissions from

our community. so thank you. in addition i would love to focus again on slide 29. i'm a member of the nominating committee. we need your help please. if you have members in the community who would be interested in these positions, we would like them to apply. we we need your help on outreach so we done it i think a good job and moving some of the names forward and moving the process forward. we are grateful to your help and outreach and grateful to those that are interested in serving. so thank you in advance. >> i want to just to highlight a couple other pieces. thank you so much for the comments around the strategic partnership and strategic planning additional groups in particular around vulnerable

populations the transitional youth. i hope that we can also include families and the support for families in that as well as we've talked about department of public health taking a deeper dive on mental health and the outreach and services that we can do to support the community even in these budget times. and then i wanted to focus on problem solving. i wonder if we can reframe this issue. this is not a nice to have. this is an absolute essential need to have when we're talking about how do you ensure that people are able to use the housing that is provided and that we are able to do for our community when we think about rental assistance and deposits and furniture and everything else that goes into problem solving?

i just i also agree that philanthropy can help and there are other departments in our city that and county that have the resources to help support this. i urge i agree. i think there needs to be conversations with the department of public health. you know, there's so well but human service agency, the department of children youth and families and others to really think about how we can it's wonderful to know that we're not cutting problem solving but how do we actually enhance problem solving in a sustainable long term way because it is so critical as the providers have said and i'll join you in conversations with the board of supervisors in the mayor's office. >> but i think that if we if we think about this as a as a nice to have, it's possible that we're not going to have it. these are essential critical resources and we need to be able to provide them to those

coming into the to the service. >> and i also think that it really impacts and i appreciate the focus on the flow and the data flow. and you talked about how important it is. director mcfadden about focusing on the inflow problem solving will help with the inflow and reducing that. so i think it ultimately gets at the heart of what we are as a city trying to do. so i look forward to those additional conversations. and then the one other this is more of a question so i'll of i'll stop actually ask a question i'm so curious about the family shelter length of stay policy in particular how we are thinking about families and i should have put this in a earlier question so i apologize if you're not able to answer it right away. we can answer it later. but how are we thinking about families that are doubled tripled up in sorrows and other units?

these have disproportionate impacts on certain communities and it is so critical that we are thinking about providing supports for them. i know they're under the current my understanding under the current eligibility definitions that group of families that may be doubled tripled up are not actually part of the waiting list. and i'm just curious how the department is thinking about that families, those groups of families and what the impact is in our community. i'm going to ask chief deputy director sanders to talk to this talk about this because she's been really working on this policy. >> thanks so much. i appreciate it. i commissioners marianne sanders chief deputy thanks for the question. >> i think there's two two components to it but families that are doubled up in rows or just doubled up period i think we've been thinking around how do we create a direct pathway

from those situations into a more stable housing situation and not through the shelter pathway and so i think there needs to be more development in program design around that and intentional kind of building that out and i want to be really clear that that population are at risk of homelessness and we want to make sure that we drive attention to and build out more so prevention type strategies as related to this particular population. so how do we use our prevention dollars to help make sure that be a safety net for that particular population? and so that's some of the preliminary thinking around that. i think also there's been talks around this particular population families specifically experiencing

domestic violence and intimate partner violence and all of those things. and i want to make it clear that if that's the case and when that is the case that those families are have direct access to our shelter system because they are they are considered to be homeless at that point and they're fleeing those particular situations. and so i just kind of want to stratify that that the two things because i've heard and i'm looking at those things separately and kind of like the full universe but i think prevention strategies is is is really the preliminary thinking around how we address families that are doubled up in sorrows are doubled up just period across our city thanks so much and i wonder as you're thinking about strategic strategic planning in these populations if that's a particular group that we could spend some time thinking about and and again, as you're talking about prevention, it probably makes sense to have the conversations with other departments to be able to provide support

and services to those families in those situations. yeah, and i think thank you for that. absolutely. and i think maybe at another meeting we can go into kind of like the core subpopulations that we're focusing on families is one of them. and so what particular supports we need to kind of target resources on for those particular populations. but i think that would be helpful in this space to kind of give you all an overview of how we're thinking about directing our resources. that's terrific. thank you very much, commissioner vice chair evans thank you so much. >> i'll just double double triple down on the problem in dollars. i would love to see some kind of thinking about how we can fill that gap for for people that don't have a living situation where the leases in their name and i don't think that should be that's i think that's an example of where we're establishing bureaucracy to like not serve people. and so i really think that we

really need to reverse that policy and unlock some funds and i'm i'm i'm down for the team to approach the board of supervisors on ensuring that we get that done. i did have a question about what you mentioned about sixth street operations. you said there are about eight people per day that we're getting but is that just normal hot team outreach or is that through the new parking lot? >> that's hot team outreach. so hot team is deployed there and they have had and i think we talked about increasing i don't think we've done that yet right. so we have up to eight beds and generally we've seen that they're mostly being used and so you know, we'll continue to track that and if we need more well you know we're taking from other parts of the system so it's always a delicate balance. >> exactly. so basically those beds would be used by others but it's just we're focusing in concert. >> yeah. i mean it's just because there

i mean so you know, we're not doing anything vastly different. we're just under half staff there. >> i just wanted to clarify. okay so i really appreciated the overview of the interactions with public health and share the chair's interest in going deeper on each one of those slides. i think one of the things that we had talked about last year was the denial of service rates and what is our current approach is where about 7% of our shelter population is falling out of the shelters on average and i wanted to really peel that back and understand how many of those people you know, are basically being exited because of things related to substance use disorder or mental health and that instead of calling them to the street that we are actually transitioning them to another form of shelter that

might be for people that are experiencing higher acuity is especially as we're thinking about adding 1500 shelter beds. why not have, you know, high acuity shelter bed with even more robust health response? >> so we're actually talking with you about that. we've been talking about a couple different things. i mean one is the possibility of doing a behavioral health shelter specifically for that population and the other is kind of like how do we weave in and where do we even weave in those resource aces? where does it make sense? and so i think that's you know ,part of this approach with mayor laurie's office is is really making sure that those conversations are happening and we definitely are. i mean we're in a weekly conversation about the shelter expansion and is at the table as well as our hsa team and i think you know, we started thinking about that like well could we have even different levels within one particular shelter? what does that look like? how would it you know, how does it what is the design?

so i can't say i can answer like today what that will look like and because we need their expertise but that is something that we're definitely talking about and i don't know if it's appropriate for us to then maybe see an update on those denial of service rate numbers. you know, it was like a snapshot point in time count and i think it was about a year ago if we could see the trend and see if it's going to now be great. >> i really appreciate that. additionally, i really appreciated learning about the services that are being offered to people in permanent supportive housing. in my experience of working with people in permanent supportive housing and in particular talking with case managers on site, i think there's a real uneven understanding about what's available in terms of referral opportunities for clients that might be struggling with mental health or substance use disorder in particular. >> i mean i like to talk about like 3 or 4 different instances that i've seen those where the case manager just didn't even know like what they were supposed to do when someone was

at suicide risk. i had a situation where in in another case the intensive case manager felt like the property manager was working at odds with them to basically evict the client. so i just feel like there's so much more that we can do around really setting expectations and standards because the contracts for permanent supportive housing providers are divided up a lot of times between property management versus the people that are providing services versus a third contract for the health services. right. and so we're putting all this resource against trying to keep that person stably housed but sometimes those different contract people that are paid by those different contracts are working against each other and at odds with each other and not always but just i've seen it and so i want to make sure that we're really kind of figuring out how are we going to reduce those eviction rates, those displacement from permanent supportive housing

rates, ensuring the appropriate wraparound services for people that are at risk for leaving their permanent supportive housing, ensuring that the houses the people that are exiting permanent supportive housing are doing so because they're actually so successful that they're now ready to go outside of the permanent supportive housing system and that we're not seeing that 10 to 12% turnover in pch because of these high acuity folks falling out. >> so yeah, i mean as a former case manager i can say it is one of the toughest jobs and it's generally done as you know by people who are not doing it for the money because it's you know, you don't get that much money when you do that and you know and i know we have different levels. i mean obviously people have different levels of training and i think what we're really focused on right now under and again chief deputy director sanders is leading this this is really working on a new program to make consistent the training that our case managers have and marion fortunately has done this in los angeles and so

we're really looking forward to launching that and obviously she can speak to it. great. >> thanks for the question and kind of highlighting the particular issue. um, i definitely want to applaud all the case managers that are doing the work just in general but one of the things that we've recognized and as a part of our strategic plan in terms of building the capacity of of supports that exists in targeting case management specifically is really understanding in san francisco what are the best practices for case management and pulling those things together and having the community of provider is develop a curriculum. it's going to be a ten module curriculum that really kind of goes deep into best practices in case management in general to create a standard for case management across the board. that means when you go to any provider shelter wherever you can expect at a level of case

management that exists period. and so that's where we're starting where we're going to you know, do community engagement and the whole nine yards. but i think that is going to go a long way into training our case managers. we expect to train about 200 case managers within our system. so pch all throughout all of our kind of components of work and use that as a launching pad to build a standard of care within our our homeless continuum. >> that's amazing and sounds really terrific and i'm glad to hear that that's already in progress. >> i just want to say ditto to that. i mean what we're trying to get to and that feels good and i'm curious to know about timeline in terms of like where you are and you don't have to answer that now but just to get a good sense of like when that's going to start you know, we're launching the community engagement process here in march, right? march, yes. so we're about to we're about

to start that process in march and it's a it's a pilot and so we're building it out and then hope to kind of, you know, scale it up after. >> yeah. and it's it's something that existed in los angeles and so we're partnering with with a provider who has actually done this and you know we want to make sure that it's adapted to san francisco and it's you know, we can take it from there. >> thank you. thank you. >> i have only three more so the budget discussion is going to be a longer discussion today but i specifically wanted to see if you wanted to comment on the 1500 shelter bed plan and the timeline for developing that so the timeline is is now we're really working on that plan and i think part of the part of the issue is, you know, as we build out we have we have

some shelter in the pipeline that we're already talking about. but as we're building out that plan, we need to make sure that we're really focused on community engagement and you know, don't want to preempt that process by announcing anything that you know might be in the works before we're ready to do that. but i can say we are very actively working with the mayor's office on that 1500 bed shelter plan and we will have something to talk about fairly soon. that sounds great and then i assume that in the budgeting process that you're also looking at where who might be offering cuts and if there would be any impacts on our ability to address client needs. is that accurate? >> yeah, that's accurate. okay. so we were in deep partnership with with that gigi and her budget team are always talking with about like what they're doing and you know and that's a

that's an every year thing that we pay a lot of attention to with them because we need to be aligned. >> great. thank you so much. um, i noticed in the shelter waitlist data at the back of the pack that there was a pretty precipitous drop in the waitlist for the family shelter between november and december where it dropped from 508 to 286 and i know that it also said that we served about 40 plus families in that time connecting them to shelter and that there was a consistent of about 111 that were added each that month. so i have to presume that this big drop is the change in the methodology and the eligibility and i was wondering if we could have a little bit of presentation analysis on the number of people that came off and the reasons for that. so it sounded like it could be because they are in an sro doubled up right as as we said in the in the policy in the new

policy that we're using, we're not putting families who are doubled up on the waitlist although as chief deputy director sanders just said we're there's still ways that people can get from ezra's into shelter but we are really wanting to look at that population and consider how to have them go directly to housing and get them into the housing pipeline and and you know to your question, commissioner albright, about whether we build that you know, kind of question and process into our family plan. yes, that's what we will be doing. i think in addition to that, we did get some requests from some of the family providers to figure out if we can present some number of folks who are doubled up so that they can use it for their fundraising purposes because you know, having such a precipitous drop is actually challenging when you're trying to raise money in your nonprofit. and so we definitely heard that and we are going to figure out some way to help them with that figure. but yes, that's that's where

you're seeing most of the change. >> so about 220 people came off. so most of those were people that were doubled up in us. >> rose or were there other issues? i believe most most of those were doubled up, yes. yes. >> okay. thank you. i appreciate the clarification and the last question. so on on the uh housing placement data, i was really excited and encouraged to see how the hot connected teams were placing people into housing. >> i think that's the street to home program that was initially beta tested and we had about 20 people in that initial pilot. it looks like this last year about 100 people were assisted by hot directly off the street and into housing. so i took that was a huge success and i assume that we're continuing to really put lean into that strategy and it's working as a strategy but i was

also saw and put a question specifically that look like the last six months the number of people being placed into housing had dropped by about an average of 50 and didn't have the specific ticks on the graph but by my estimate it was approximately that. so it looks like we're housing people about at a run rate 50 less and i appreciated the response back that our portfolio has a turnover rate of 10 to 20 10 to 12 10 to 12% so that would be about 200 people per month on average. and so if we're if we're housing people at the rate of about 150, it feels like that vacancy rate might climb up again. i'm just i want to make sure i really understand like are we doing everything we can with that team, that resource of how that's doing those housing placements too? i mean i'd love to see us you know, continue to do even more placements. >> yeah rather than have

somebody get up and try to answer that. >> what i'd like to do is is add that into a little bit more depth on that piece in next month's report because that's a really good question and you know we're probably going to have to dig in a little bit to get you a real answer. okay. >> so that's what i'd like to do. that sounds good and i recognize too that, you know, there might be fewer new buildings for lease ups and so sometimes we talked about there's things that are more attractive but i know we're also working on getting those units that are offline because the janitorial and those the providers were given a deadline. can you just reiterate what the timeline was? >> right. it was december and then we issued corrective action letters and are working with each provider individually. yeah. you know on kind of each building and so that's why we wanted to share the successes of those two buildings and because that's that's what we're doing we're kind of, you know, getting in there with them and trying to help come up

with a plan that speeds that process up. thank you. appreciate it. thank you, commissioner evans are the time is about 1030 so i want to take a five minute break before we jump in to the budget if that's okay. >> thank you to reconvene. >> yeah. yeah, i have your attention please. >> we are going to reconvene. thank you so much. yeah, it's it's okay with the commissioners. i would like to yes. place agenda 11 item 11 towards the end of our agenda and go forth with agenda item number 12 for action which is the budget for the department of public lands. so i would like to recognize now our chief of finance

and administration gigi willing . >> good morning commissioners. gigi whitley are you she her pronouns and the chief of finance and administration for the department and i'm very happy to be here to present the department's proposed 20 2526 and fiscal year 2627 department all proposal i'm also joined by h.s. chairs budget director christine roland and just want to give a huge appreciation to her and the entire budget team for all the hard work that's gone into the budget proposal thus far and really everyone in the department who has contributed to the budget before you start and if you don't mind, i want to first of all recognize shane and bridgette who provided us with these valuable three.

yes, before i forget i just want to make sure i tell you thank you for this is very kind of you think basic waste as to our budget. >> yes great. so i'm going to start with an overview of the budget. talk a little bit about the budget development process and our approach a bit more about the policy context and the budget uncertainty that we're facing and then trying commissioner evans to start to better tell the story about our historical budget growth and what that investment is resulting in. and so i certainly would love your feedback and all the commission's feedback but i'm just really trying to get to a better slide to to tell the story. >> so with that this is our

second budget hearing since we were last with you. >> we've been diligently trying to work on our proposal including collecting input from internal and external stakeholders. we did have a meeting with the provider network for supportive housing in late january and our budget submission by law is due to the mayor's office on february 21st. >> a little bit more about our budget development approach. so the proposed budget prioritizes core services aligned with a home by the bay plan including our commitment to equity and it leverages additional revenue to backfill the current year's revenue loss . it does not though meet our general fund reduction target

of 46 million. >> this would take some really policy decisions about what programs we may need to eliminate or site closures and we've been in communication with the mayor's budget office and they were comfortable with us taking this approach. in the meantime though, we are continuing to be very aggressive about applying for new grant funds in many, many of our programs now compared to when i started with the department include braided funding to try to maximize all possible funding sources. we're planning to seek although it's not yet in our budget but we're planning to seek additional encampment resolution funds this spring when those applications are available we're hoping to apply for up to 20 million depending on what the application allows to really help us support our outreach shelter and additional problem solving which would be an eligible use.

we're also continuing to work toward a sustainable model with kathleen this is the medi-cal waiver that's in place until 2027 for community supports that really recognize housing as a critical intervention to be healthy and using in a partnership with the public health department around recuperative care to expand services and the number of beds for the restore program with which director mcspadden spoke about to provide treatment and shelter who are with adults with substance use disorders. the budget does not include large scale major new initiatives or program expansions but that doesn't mean we're not continuing to do new things. there is continued funding for upcoming shelter and housing projects that were funded in prior years and are just now

getting started and we did do some belt tightening as best we could without impacting services to identify reductions and expenditure savings throughout our grant making and contracting. we repurposed much of that savings to balance programmatic cost for fixed costs such as rent insurance and other increases so that sites could remain open. we adjusted program budgets for underspend in and realigned those program budgets to account for prior year underspending. you know many of those contracts we've brought to you over the last year and you've also helped us identify areas or we've said we're going to take this savings as part of the budget so implementing that you may remember from i believe my august presentation at the end of the budget process there was a across the board general fund reduction for community based organization grantmaking and then an ongoing reduction

for street outreach we've absorbed with savings we identified those reductions again to key services open and we've also needed to take a very hard look at our salary savings and what positions we're filling. we've increased our salary attrition to 3.4 million and that is going to require the department to keep 18 general fund positions unfilled . so with that a little more about the policy context and budget uncertainty, hca will continue to work with the mayor's office to develop a final budget proposal and to align our departmental budget with mayor laurie's policy priorities. >> there is an possibility of further reductions in hsa trust budget and so that'll be, you know, an ongoing conversation with the mayor and his team

what is not yet resolved in our budget proposal we'll be working on a revised proposed our city our home fund expenditure plan and that will be proposed in mid-march. we are starting to meet with the our city our home oversight committee liaisons to go over their funding priorities and draft that expenditure proposal on february 27th there will be our city, our home committee meeting and the comptroller's office will be presenting updated financial projections for where the revenues landing as well as what the six month report shows budget compared to actuals. >> so at this point there's no changes in our submission it's steady state from the expenditure plan that was adopted by the board and recommended by the oversight committee but changes may be forthcoming based on revenue news, other budget

uncertainties and risks. the federal executive orders which commissioner dufty spoke to so eloquently and the level of uncertainty and frankly cruelty there how that will affect san francisco the pending release of the 2024 continuum of care grants from hud we have not yet received our awards and don't have really any information yet from our field office. so we continue to monitor that on almost a daily on a daily basis. state budget news we were hopeful that the governor's january budget may include another round of homelessness and housing assistance program dollars for up to round seven that was not included in the governor's budget but we expect updated information with what's called the may revise and so we may have news to share then in terms of the citywide fiscal profile, the citywide six month

budget report will be coming out soon and it's unlikely to show an improvement in the city's fiscal outlook. that does mean a risk of additional mid-year cuts for departments but i don't have any new news on that yet. and then finally just as a reminder, our budget still relies heavily on multiple state grants that are due to expire by fiscal year 2829 and that is creating a significant structural cliff that we will need to face within the next four years about how to maintain that programing and policy tradeoffs that may be required. this next slide is an attempt by the amazing staff we have now to overlay the growth in hcm budget since the department was formed starting at 224 million really made up of hud and general fund money

and growing with additional one time state grant funding but also the unlocking of the our city our homes fund over the last eight years there's been a large one time infusion of state grants that's about $80 million as of fiscal year 2024 and about 400 million in ongoing funds mostly prop c as you'll see, not only did we launch a 66 plus million dollar prevention and program but we've also increased permanent supportive housing really all forms of housing by almost 60% and a 44% increase in shelter bed capacity. >> and so i think what's really interesting about this slide is that you'll see there's a bit of a lag where we get the funds in our budget and then about a year, year and a half later you really start to see that

increase in capacity. >> so i expect this trend in capacity to continue to grow as we spend down money that's already in our budget. we're still rolling out rapid rehousing slots and additional housing is coming online but i think it begins to tell the story of you know, what did what did the voters and what is the department kind of doing with this additional money and it's it's really a record increase in expansion of services. so with that i was going to go into our proposed budget overview and talk a bit about our revenue and grants profile changes in the general fund budget, a little bit on our positions and then i'll wrap up with the budget timeline. >> so overall our budget is decreasing year over year by 11% this coming year and another 9% decrease the

following year. that's really due to a one time revenue loss with prop c one time fund balance and we really tried to use that fund balance to acquire more housing and front load rapid rehousing subsidies so those subsidies could be in place for up to five years in some situations and then this influx of state money i've been sharing with you and so that's really affecting our revenue profile pretty significantly with an 80% excuse me $80.5 million drop off in revenue in year one of the budget and then another drop off in year two mostly due to renewed ad projections for local money as well as the final chapter six grant which is we expect to be about $4,043 million dropping out of the budget. >> we did try to do the best we could around belt tightening

and reduce our general fund impact with both revenue and expenditure solutions. most of the growth you see in the second year of budget are driven by citywide cost and i'll be walking that through that in a bit of detail for you. >> so our next slide shows where our money goes starting with our salary and benefit costs. although we've cut an additional 800,000 to maintain a total decrease in salaries by 3.4 million there are citywide mou increases and fringe benefit increases and that is increasing our overall salary and benefit costs year over year although i would say it's relatively flat a big appropriation change in grants not so much a change in services but that one time money that's appropriated falling out of the budget for

grant making programmatic projects is where we keep most of our city or home money. most of that goes out the door for services as well. and so you'll see in the second year of the budget that $92 million drop off is what i just mentioned the $43 million state grant dropping off and then about 50 million in expenditure reserve that drops out of the budget professional services is increasing slightly based on advice from the city attorney's office. some grants are being converted into contracts and so it's not really an increase. it's more of a shift where those are budgeted flat spending for her teeny tiny materials and supplies budget and then an increase in departmental interdepartmental services that reflects an increase in our work order with the mayor's office of housing for the local operating subsidy

program that provides funding for our permanent supportive housing portfolio. >> the next slide shows you how our budget is configured on a percentage basis with most of the interventions going to maintain housing for clients we've already housed almost 60% of our budget for housing a quarter of our budget almost for shelter and crisis intervention and we still have 9 to 10% of an investment thanks to that our city our home funds for prevention outreach coordinated entry citywide admin and personnel costs make up the balance of our budget. >> the proportions change a bit in the second year of the budget mostly because the overall dollar amount is shrinking so it's changing the percentages a bit but pretty consistent year over year changes in each of each sources. >> so we have that reduction i

mentioned in our general fund going up a bit in the second year of the budget to 312 million changes in gross receipts tax funding and revenue again a big drop off of almost 70 million in the first year of the budget and reduce by another almost 30 million the next year. but again as i mentioned those projections will be updated before the end of the month. flat funding for the kernot cash initiative that it shows that's supported by the human services agency and funds many of our legacy housing units. we're assuming flat funding funding from the federal government but i would say that's a big unknown at this point what's going to happen there. but we are assuming that we will get the awards that we applied for as part of our budget.

we will be applying in the spring for round six of the homeless housing assistance and prevention grant funds. we're assuming another round approximate only at the same dollar amount and we'll be back before you to share that proposal before we submit that we have encampment resolution fund grant dropping out of the budget as i mentioned at the top of the presentation we do expect to be aggressive about going for more funds but those aren't yet assumed until we get those competitive awards. >> some modest revenue changes between funds that we get from public health and other departments as well as the state and then some one time funds we got from the state to develop our county infrastructure drop out of the budget next year. >> my staff did a really great

presentation at the all staff meeting and they walked through all of our grants and so i called some of the slides that i thought would be helpful for all of you just to show you know, we have been very dependent on these large influx of state grants. we expect to get round six of each hap and that would take us to almost 230 million since july 2020 that we've been able to receive in state money. the summary next to the chart just reminds you how we've spent those funds really trying to breed them thoughtfully with local funds what our city, our homes funding can't pay for and what the state could as of january 2025 each has each has spent 93 million of the funds we have received and we're on track to spend down all of our round one and round two funds

by june 2025. so we are ahead of schedule in our spend down plan and like i said we'll be bringing back our application for each hap six that we've assumed as part of the budget later in the in the fiscal year for your review we also have a partnership with public health around the behavioral health bridge housing grant. i thought that was interesting to show that expenditure plan because there there are some funds assumed in the in the budget to continue that one time four year grant. we've used that money to invest in operations for the mission cabins and a lot of that those funds will also support the new cabins at the commons. gerald commons and it's been a very successful pilot so far with behavioral health. the state loves this. they've been out to tour. it also supported some infrastructure capital costs to build out those cabins.

the grant also supports our outreach workers. a team of five case managers and some one time funds to build out some required reporting and tracking in our one system. the next slide she goes through the general fund expenditure changes the like i said the increases in personnel costs are really reflective of mandatory salary and french adjustments loaded centrally by the city. the $10 million increase is reflective of the increase and new pipeline projects opening at the mayor's office of housing for permanent supportive housing as well as we were successful several years ago of getting the mayor's office to balance around our fixed costs for master lease increases not only the city's housing master lease increases but also those of our

nonprofit providers there is a cost of doing business increase in the second year of the budget for community based nonprofits that results in a 2.4 percent cost of doing business increase. there is no cost of increase intended for next year's budget but the cost for the 2.4% copy is 4.9 for outreach. i mentioned that we had a $1 million reduction this year next year that would have grown to $2.5 million and cuts for our outreach workers and we have identified savings elsewhere in our budget to restore at least the 1.5 and using grants and other savings we were able to absorb the 1 million ongoing some of our non congregate shelter one

time money falls out work order adjustments decreases to our grants work order and then and other savings we needed to identify. we have some one time revenue coming for housing sustainability services that we build for people who are not on medicaid but there is a program through where we're able to access revenue and so we've assumed that 5 million to offset our target and other expenditure increases in our budget along with some adjustments in our accounting revenue. >> finally our budget proposal highlights its sustained service levels across the homelessness response system and maintains investments for family and youth including implementation of a multiyear

expansion for family and youth for scattered site and rapid rehousing funded by the our city our home fund we are continuing more than a $6 million annual kelley investment where we are using our housing navigation tenancy stability services and housing deposits to draw down money from our managed care partners from that medical waiver and the budget will also support an additional excuse me in an additional year of the cardia pilot at the kelley cohen housing site to continue to bring skilled nursing services into permanent supportive housing which is a really exciting model. it funds the most cd housing pipeline for site based permanent supportive housing as i mentioned on cost increases such as master lease rent increases and other operational gaps sustains our shelter

capacity with that next installment of state grants leverage of state funds to open additional shelter capacity support intensive behavioral health services within shelter and open a new health and wellness center for unsheltered youth this summer. and finally our budget will continue to support the opening of a sober living transitional housing project that's due to open this spring. our ongoing overdose prevention work throughout our system and the continuation of the successful restore pilot with public health a little bit on the next slide about our salary savings, our budgeted fte is dropping a little and excuse me is increasing a little to 257 budgeted fte the proposed budget does include additional salary savings of more than four positions and this will require us to keep as i said 18

positions vacant hsa needed to make a mid-year salary cut of $943,000 and then mayor lurie announced a hiring freeze in early january. we expect the savings as a result of that hiring freeze to provide more than 2.4 million in salaries savings to the general fund. our department has paused all hiring for positions. this includes clinical support for outreach who ride along with ems six and our firefighters and other direct services as well as programmatic finance and administration functions currently 57 positions are frozen and 24 of those are filled temporarily that we want to convert to permanent. we have requested that 24 of the positions be unfrozen by the mayor's office and i'm

expecting to know the results of that request early next week and are hopeful based on our conversations with the mayor's office that they are supportive of many of our positions moving forward to continue the good work of the department and the goals that mayor lori has for the homelessness responses item . finally, i won't go into a lot of detail but we have put in a request to the capital planning committee to continue the planning and bond work for our three legacy shelters. we have a family shelter and two adult shelters that have the highest seismic hazard rating a seismic hazard rating for we do need to move out of those sites as soon as possible. the voters did approve 50 million and the 2024 bond for our family shelter replacement.

unfortunately that is not yet enough. so we're continuing to work with the department of public works and the capital planning committee and the city administrator's office on creative ideas to make sure that our existing legacy shelters are safe. we did also put in a new request knowing that 685 less which we purchased for housing we've been using temporarily as adult shelter we did get some funding from the state to continue those temporary interim housing until the shelter can convert to permanent housing. we'd like to get going on the renovation for that building but that means relocating the shelter. and so this is really trying to put it on the city's radar, so to speak, that we have other gaps in our capital program that we want their partnership on.

>> and finally, i appreciate all of your patience. this is our budget summary. the comptroller will present our departmental proposal as required by law february 21st the comptroller will have new information hopefully good news on our okay fund revenue projections and then we'll be presenting an expenditure plan that we'd like to also come back and share with you if you'd like to the oversight committee for okoh and then will be in budget development and conversation with the mayor's office up through may june the mayor will release his proposed budget or by june 1st and then we go into budget hearings with final board adoption expected in july. so i'm sure you have questions again, i appreciate your patience and thank you for your time. >> sorry. thank you so much. my body is reacting to all the information i want to open up the floor for public for the

public to make public comment at this time before the commissioners provide any comments i marnie regan she her pronouns larkin street and co-chair of hers but i just want to thank each of each for the thoughtfulness, the creativity, the hard work that goes into this budget especially a budget that shows no service cuts that it would be devastating obviously to the city. it certainly is aligned with this committee's priorities. our new mayor. so i really hope that the mayor's budget mayor's budget office staff approves it. it goes through budget committee. this is really, really heartening and i just want to express my gratitude. >> thank you. >> thank you. hi, good morning.

lauren hall i'm the co-chair of opinion and uh, co-founder of dish. i also want to express my gratitude for how hard the department worked and not having programmatic cuts. but of course i can't stop there. i think that one of the challenges is we certainly see in support of housing is that without increased funding it is a programmatic cut because we have so many costs that are much higher than the 2.4% increase and were able to get it certainly for dish we see about a 30% increase in many of our operating lines that are essential to us to be able to accept residents from programs like streets to home. those programs are very expensive for us to operate. people come in and they are presenting needs that require additional resources from the providers and so it makes we've been asked to do another round and i'm really reluctant to do that again because i think that we're very concerned about our abilities to do the work that we are as we want to do. so i just want to say that we

are hopeful with the new administration with the collaboration that agency does with other departments to really be able to engage in a multiyear sustainability plan for supportive housing. we know this is in the budget year to do a lot of investment in what's needed but we really feel like year after year after year we're seeing our sort of infrastructure and our ability to do the work that we want to do become more frayed. some of the issues that came up previously the director report around vacancies around training needs those always tie back i think not only to nonprofits needed to do our jobs we understand there's an accountability side to it but there's also the research resource scarcity. we've been trying to think about what it would actually cost to fully fund the operations that we're doing at dish as we prepare for budget projections for the city and it's pretty significant. we need to have more maintenance workers. it's not just janitorial issues that are keeping units off line. it's significant damage that's happening. we need to look at more desk clerks overnight. we're concerned about safety of

our residents and our staff and those are real costs. so just wanting to think about how we can work closely with the department with most d with d h with agency to make sure that we have a pathway to sustainability for this incredible asset. but that's it. thank you. thank you. >> good morning rebecca jackson she her i just want to ditto h has age his work and making sure that community based organizations that are providing the essential services that we talk about in all of these meetings all the time that they aren't getting cut and wherever cuts do have to come that there is as much notice as possible of there's communication so that we can advocate or try to figure out how to backfill or find the funds to keep these essential

services open. >> i just want to lift up one more thing and it's sort of like our collective fear of the unknown of the federal sort of like changes and how they may or may not impact us as a state and then as a city and how those ripple down effects might impact us. >> i just want to let you guys know that we're all terrified and the request is sort of communications bodies like this that say what are we going to do to protect ourselves because i think nobody knows those answers right now but it is a request in future meetings that we do address sort of protections or thoughts on how to protect when these very real things that we're faced with every single morning, you know how they may sort of impact us. so i just want to say thank you lift up this collective sort of

fear that's outside of our local budget. you know, challenges and requesting communication that somebody is going to have our back. >> thanks. thank you. any other members of the public want to make a comment at this time? i guess what i'd like to see is like a presentation from some of the grant writers who are actually, you know, putting all their paperwork together or whatever. i'm wondering what they would have to say and what their needs would be to facilitate bringing in more moneys and stuff. so is there a shortage of grant writers are do we we need more of those or less are and i'm also wondering what is being done regarding other like other

streams of income and i guess one of my other main concerns is what what's being done to help people like exit the system because it's like you know it is just just more people needing services instead of helping people you earn a living wage. how do we how do we get past this and get more people into to that? thank you. good point. any remote callers? okay. thank you so much. i'm going to take the initiative to start off the conversation because of the last the public comment or before the last and recognize it's definitely the uncertainty and risk that are happening outside of the context of the

city and want to make sure that that is also again reiterated and lifted up. i know that we live in uncertain times and so i think that as a commissioners we do have a responsibility to work with the department in terms of, you know, advocacy and sending out a communication to the various entities and letting them know you know ,what happens when they don't find and you know, making sure that we also involve community in and lifting up their voice in this process as well. that's what i wanted to start off with just to kind of set the tone because i know that there is fear amongst us all. >> commissioner evans, thank you so much for this presentation. based on our january conversation i was pleasantly surprised that we're no service cuts proposed in this budget. obviously i think that we all up here feel that there needs to be more investments in addressing our most vulnerable

communities communities that impact us all whether it's a small business owner or neighbor who does not want to see someone visibly homeless. we need to have places for people to go literally saw last month 12 police officers moving people from one block to another block in our neighborhood and that's just a dumb use of money, right? like we really should be putting the money towards resources to make sure that we're offering people shelter that meets their needs that they would be willing to accept . and so i'm really excited about the prospect of, you know, 1500 more shelter beds coming online. i know we've talked offline about it being a range of shelter types to try to meet these various needs that we were talking about whether it be higher acuity folks or folks that need a non congregate setting or whatever it's going to be. so i look forward to engaging those conversations in future meetings i did have a couple of

quick small questions. one i think you mentioned that there was some repurposing of money from contracts that had been underspent. i wondered if you could characterize or give us some examples of what that looked like. >> sure. so you know, we as i mentioned, we now have a budget team which is incredible and you know, we are getting some it's a very manual process but we've been able to get some better data out of our system. one is you know, is our budget fully allocated every year? >> you know, are we not setting up pos correctly? is there some underspending? they're not too worried about that but there are contracts that year over year tend to underspend. i think one of them that came before this meeting was one of our shelter storage agreements that you know, we set up very

quickly we want to make sure especially when we're establishing new programs and we've established a lot in the last four years that providers have enough capacity to get the program up and running. but then, you know, things stabilize and you know, maybe these positions they thought they were needed or the costs were going to be x and y. so that that's kind of the example that comes to mind. and so just trying to go really with a fine tooth comb contract by contract and see okay, what's been the spending level? we think you know, providers can manage this reduction even if we keep their own contract sort of flat, we think there's going to be a level of underspending or you can call it contract attrition that we really haven't been assuming in our budget because i think there was so very, very much that was new and unknown. so you know it's not a large

amount of money. it's not you know, even a large percentage of the budget. but i think we're very aware that mayor lori is looking for that kind of accountability and so we want to show that we are doing our part and continuing to be good stewards. and you know, the other thing we did with a lot of those savings just to wrap up was to move them into areas or plan to move them into contracts where there isn't enough funding, where providers have come to us this year and saying hey, if you don't fix this gap for my insurance or my rent increase i can't keep doing this like you know i can't manage it. and so there were, you know, millions of dollars in gaps that we collected from our staff that we have for the most part filled internally. we still have some gaps and street ambassadors that

we've funded in previous years that are not assumed in the budget and i am hoping that as an area of conversation at those citywide tables about where street ambassadors sit, how to fund them, how to leverage what all different departments are doing to make communities feel safe and secure when we open a new site. so that's the one that sort of thank you. >> i appreciate that insight and you know i mean this is where i think i've made several requests before. >> i just love to see the level of detail around that and so to defer our future not asking i'm not asking for it now but i'm asking as you think about your your processes and your ability for your team to deliver on more a level of detail, i don't know that you necessarily have to put them into the slides but i would love to see some more supplemental information that gives us the program level detail of the budget so thank you. the other question i had was

around the rapid rehousing contracts you alluded to that were i think put out for rfp and then i think there was an expectation that the providers were going to be announced in december and that has not happened. correct. can you clarify what the situation with those funds are? >> sure. >> so those funds are still appropriated in our budget and so we have the funding to roll that out. those funds are exclusively within our city, our home fund and like i said, we we used a lot of i think it's at least over 30 million of one time money to front load the budget so that there would also be some consistency for providers when we roll out the grants you know we are we know there's a new administration and that they have questions about what we're doing and needed the time to review what we are doing.

and so as part of the mayor's announcement to freeze all hiring, there was also a freeze on any new programs and you know, any funding that hadn't gone out the door. and so that has set us back a couple of months both because there have been other priorities and needing to make sure we have all of the information to get that through the mayor's office we just this week sent them a memo so they are hopefully going to be very soon making a final decision and hopefully then we can turn around an immediate we do announcements and start awards. i think those are more than 285 or 285 rapid rehousing slots so that that's terrific. >> yeah i heard somebody try to make the comparison that this

was like our version of those basically like everything got frozen and there was uncertainty and i think feedback heard right like let's make sure that like totally is reasonable that the administration came in and wanted to do a review. we wanted to make sure that the funds are going to the appropriate things. but we know that this is much needed funds that it was appropriated. it's time to unlock it. so hopefully they will come to that conclusion and we will see those funds released immediately. and yeah, i was just going to comment that you know, i was on that roller coaster with the director the the day that the portal got locked down from the federal side and it's my understanding that funds that we have been granted are sitting in an account that we should be able to access right . and is that still the case that the portal is allowing us to not pull those funds out? >> so i have good news that you know that you're right the portal was frozen. my excellent accounting staff had planned to head so we had

about a $9 million draw. they were able to draw down about 7 million before the portal closed it did reopen and it has been open so we were able to make our draw through mid january which was great. what we what we are asking our providers is and they've been very helpful like please be on time with your invoicing please send us those bills immediately to you know you know per the contracts so that we can keep up with the draw. so we are monitoring it daily. we haven't seen the portal shut back down yet. there have been other, you know, information or or really a lack of information coming from hud about what the effect is. but we are most now concerned about the release of the 2024 grants and so we're still able to draw down what's in our account but we haven't yet

gotten the new funds that we expect. >> thank you very much, commissioner and deputy. >> i'm sorry. thank you, mr. chairman. let me just say that i'm sure that some of the success with funds coming forward and things of that sort is reflecting a new administration being incredibly impressed with your leadership on the financial side. >> and you know this this presentation and the prior one, it's just breathtaking how much you live and know all of the programs and dollars and things of that sort. so we're very we're very lucky to have you leading us in this regard. i just wanted to ask a question about cost of doing business and it's kind of a i'm open to anyone who wants to answer it and i'm sorry would that so the increase for cost of doing business and then the discussion that it's inadequate and that we're seeing much more serious unit damage and so i'm

just wondering broadly are there things that we could be doing to try and understand from other cities across the country how they are addressing this? >> is it is it only us or you know, i'm a big fan of pathways to housing in philadelphia and i've gone and visited them a couple of times and they're all scatter site but they have roving repair crews that go out you know on nights and weekends. and so if it's someone in a hotel, you know that the hotel owner is getting called at midnight to say that someone's flushed a sneaker down the toilet, you know, it's just not that kind of situation. and so i'm just wondering is there is there a way that we can kind of elevate this and look at what's happening or is it trending worse and more expensive and again, are there any best practices that we can look toward because it seems like a ripe area to try and get a handle on it because it also is just chaotic and buildings when people are that strung out or you know, having mental

health issues i mean it's not it's not good to the kind of the level of a building, you know, to have that taking place. so i open that to you or the director or if you know lauren or marni want to come back and talk about this for a second, i'm just intrigued as to whether we can do something big picture to try and get a handle on this. >> i'm happy to talk a little bit about what we've been thinking but you know would love yeah, i wonder if we could have director whitley talk a little bit about what we've been doing around that and then as it relates to the budget and then if you would like something more broad we could bring we come back with that but hoping we can kind of just stick to the budget presentation of that. >> yeah, certainly but it is a budgetary act that we're facing for sure and it's and we can talk to that to that and i know the providers can give a lot more concrete information about what their experience, you know, across their portfolio. you know what we've tried to do

is a bit of a band aid which was identify some funding that we received in the budget for you know broadly quality of improvement and really dedicate those to opening it up to providers i think almost 700,000 to get units immediately back online not so much a roving team but what do you need, you know and trying to use our existing contract authority to put that out. that is something we'd like to continue. >> i think we'll likely try to you know or how we're going to fund it, you know, maybe mid-year if there's some savings to dedicate it toward another effort like that. i think we all in the department side would like to see something much more sustainable. and so in the mayor's office of housing portfolio those budgets have operating reserves replacement reserve every year there's a dedicated three year

3.5% increase and you know even that is sometimes not enough but at least it's built into the model. our master lease portfolio is really not built like that for our new acquired buildings that the city has purchased. we have built in a reserve policy in reserve funding and operating reserves and we're hoping that will help stem the tide. but i would love to see something like that especially as we think forward to our procurement a repercussion of these buildings that that become standard but it requires money. and so to your excellent point like what are other cities doing? i think we would love to know more about where we can be creative there. so thank you. thank you. thank you so much. >> any other comments? can i just ask one question on this cost of doing business? i thought the conversation was

going to go slightly in a different way. i just have a really technical question. sure. my understanding is the cost of doing business is on the general fund allocation and not necessarily on other kind of restricted dollars like state or federal funds. but does the city and county get some kind of cola or cost of doing business on state or federal funds that could potentially be passed through to providers or how how does that piece work? >> yeah, great, great question. so what we've tried to do at each of each is when there's a general fund cola let's say it's 3% where can we look in our restricted funds or really state funds to provide a similar cola so that we're not penalizing providers? is that because sometimes because of a city decision to use blended funds that they're not getting the cola so for example in our city our home budget we've built in an annual escalator to attract to the city's cpi because of they each

have grants. we've also tried where possible to build in a cola with the federal funds. now there's typically not a cost of doing business increase the cac portfolio does adjust the fair market rents and that is you know some increase in cost but it's not flex able in the way that you know a cost of doing business increase is i believe within the last two years also the federal admin rate or indirect rate was also adjusted upward to 15%. and so you know where we've seen those opportunities we've certainly passed them along to our providers where we've had room in our restricted funds we want to match to the cost of doing business that the comptroller puts out but it's it's not always possible especially with federal dollars to do that.

>> interesting. it's one it's wonderful the agency is doing that in terms of spreading out some of the op opportunities that are happening at the state. i hope your sister agencies in san francisco do the same because i don't think that that is always followed particularly on service delivery side in prevention. it's it's interesting also i think we probably should be looking at that indirect rate at the federal level. i know that there have been some stories this week about how that's changing particularly for institutes of higher education in terms of the indirect rates. >> yes. yes. thank you. >> thank you. thank you so much. and i members of your team here. yes. can you have them to stand please? >> we want to appreciate the work that you all have and just for the clarity and presentation, i think it was very, very much appreciated

. >> thank you so much. this moves us to agenda item number 13 which is our consent calendar which are routine items that the commission normally approves and lists a commissioner request discussion is there any discussion from commissioners? >> yes, i'd like to to discuss both items. >> okay. we will discuss both items see the first is a request to amend the existing contract of mission action for provision of mission insight rehabilitation for the period of may 1st, 2024 to february 28th 2026 in the amount of 772,207 for the revised amount of nearly $2 million. so i submitted a question in advance about this site. it's my understanding that the mission in is a hotel that's

new to our portfolio with 52 rooms. two of the rooms are being used for case management leaving 50 residential units. and i asked the question what is the current occupancy rate? so i don't know if the staff would like to just read that response into the record so that we have that on the record or i can read it. >> emily do you have it just go ahead. they're taking a look to get the data for you just one second. >> okay. that's great. and while we're waiting i'm going to pass there's an extra bag of candy because one of our here so i'm going to pass a couple of bags out to share and i and i'm happy to share mine as i'm watching my figure that i've shared mine. i'm going to take mine to my houseguest except what i only ate nice. >> okay.

i think we specified for exciting the valentine's candy. >> we'll just pass it around candy, go ahead. >> okay. good morning, commissioners. elizabeth houston. i'm the manager of supportive housing programs at acg. so the mission inn is a 52 room hotel that the city purchased. it's one of our acquisition sites. of those 52 units, one of the units is a when the city purchased the building already had an existing lease for cell phone tower equipment that the city was required to assume and was not able to end. so there is one unit that is designated for that purpose. then part of the plan for the building is for one unit to be a manager's unit to have an onsite staff manager position

and then during that so that leaves 50 units remaining that will become psa two units during the construction. the building is undergoing rehab. eight of the units are being held offline for these purposes . two of them are in process of being converted to ada compliant units. >> two units actually i don't a real if you have questions on this our real estate team will need to answer but two units are offline for fire pump work and three units are offline because they're being used for staff offices while the staff office space is being constructed. so of the remaining units there are currently 36 units occupied and five units are offline due to recent client program exits. >> those units will be repaired and then refilled and there's one current pending referral for a new move into one vacant unit. >> so sounds great.

so 42 units available 36 currently occupied one move in in process and five recently became vacant. >> sounds good. and do we anticipate that once the construction is complete that those units would come back online fairly quickly and approximately what the timeline is for that? >> yes. when the rehab is completed we will lease back up those eight units that are currently held offline for the rehab. >> the timeline march and the march when i heard i thought it was delayed end of march is when we expect construction to be completed. >> wonderful news. >> great. thank you so much. that's all i had. okay. and then 13 b i'm sorry is there any other commissioners have any questions about 13 a. okay. 13 b is a question of new an approval to enter into a new professional service contract with source to plowshares for 250 currently property management yes. >> oh sorry. go ahead. do you want to go ahead. yeah, i just want to briefly i

know someone is here from swords to plowshares and i my birthday's at the end of this month so this is my birthday present because i fought so hard for this lease. it was one of the more expensive properties it's not in the title. it's at 250 kearny street. so it's a vast improvement for a lot of veterans who wanted a place where it wasn't so crazy and you know, quiet on. but i also want to say it was a lot of people and at the very beginning of it there were a lot of issues and swords to plowshares really dug deep and stayed with it and i think have done a great job. so it's just very gratifying to me to see something that many years ago i had a hand in but pretty much everybody in this building that told me no and i refuse to take that as its the final word. so it's really nice seeing you know thank you so much for the service of sorts to plowshares . >> thank you. vice-chair yeah, so i just saw

that in this contract it was mentioned that there are 18 va funded vacancy in this building within the last fiscal year and i requested confirmation that that is still the case and it sounds like the current occupancy rate is about 85%. and so my follow up question to that was because these vacancies are persistent, how can we accelerate referrals to these rooms? >> steve culbertson swords to plowshares the referrals to the stanford come directly from the va. they are hud vash subsidies which means that's a section eight with va social workers. they do not have enough social workers to handle the population there they are in the process of hiring additional social workers but

they are not filling units because of the deficit of support in the building and i've actually checked with the head of hud vash today just to confirm that's my understanding. but so so there's a very it's a slowdown in the movement of homeless veterans into the stanford due to the lack of social workers. >> so is there a timeline to fill those vacancies? >> we're doing everything we can. we're providing incentives to veterans to move in financial incentives upon these signing but it is not significantly accelerating. so it's really a matter of the va being able to hire you know, federal agency being able to hire workers. there's nothing that i have i have no influence over the federal government to do that and i've been encouraging my peers at the va to go ahead and hire. but they are not hiring as fast as i would like. so i'm doing everything i can

on my end but i'm a little bit tied by what's happening with the va so i don't know if it's appropriate for us to be like how how do you handle that when it's a federal entity? >> how do you communicate with them that there's great need but we want to make use of these 18 units? >> yeah, we usually go through i mean when we have federal issues we go through our person at the mayor's office so that we're all aligned across that. that's what i was wondering. so what would be the appropriate course for us to mean so we could we could use that avenue and i think, you know, the commission has a has different authority from what we have as a department. so i think, you know, you could do something if you won we could write a letter as well. >> yeah. could could we potentially engage with would it be appropriate pelosi's office or probably also padilla? >> and i think secretary barroso could actually check in also with the city attorney just to make sure that whatever

you do is that's a pretty yeah, but but i know that you've done some of this stuff before just advocacy to try to relate. >> yeah, yeah. i mean again 18 units is you know a small amount in the scheme but again our goal is to really make use of every resource that we have available to us and we know that there's an incredible need with thousands of people living homeless on our street, many of whom are qualified that are veterans and we would love to see them find a home. >> yeah sources and generally an advocate at the national level and we would love to work with you to advocate for these units to be filled as well as all the units for veterans in san francisco. >> that would be great. happy to work with you. thank you so much. thank you, commissioner. commissioner asllani and just real quickly, i want to thank you for your work, sir to plowshares has been doing great work for many, many decades and so it's much appreciated and thank you commissioner, for

your advocacy and work before. so that's all just wanted to thank and and congratulate you for your work. >> thank you so much and do public comment. >> okay let's go to public comment before we approve the consent calendar. any members of the public who wish to make public comment at this time? yes. he was asking could he comment on the mission and which is part of the agenda. hello, my name is michael taylor. in the past year my partner was a resident at the mission and during the time he lived there he experienced a significant amount of abuse and misconduct from the staff there. we were safety moved by larkin street youth services and the h s h regarding a construction accident that occurred that affected both my partner and a neighbor. this neighbor has never been

helped and we have worked with the hca for over a year to try to get this this person living at the mission and was affected by a construction accident. help i hope maybe you guys would look into that or contact people about it. >> thank you so much for that comment. okay. we'll look into that. motion to approve the consent county i make a motion to approve the consent calendar. >> can i just make an amendment because i think we actually because we took these items off the consent calendar we actually don't have a consent calendar. so yes. could i just suggest that that that the motion is a motion to approve 13 and 13 b yes. >> thank you so much. second there's a motion to approve 13 a and 13 b of our agenda and a second let's do the roll call vote. >> commissioners please respond with irony. chair butler all right. by evans. by commissioner albright i.

commissioner anthony williams. hi commissioner. deputy i your both items are approved. >> thank you so much. thank you. commissioners. our next agenda consent calendar. >> sorry. our next urgent item is our items are items 814 eight through 14 c and these are action items also they required by the vote. and let's see who's going to present for us for the items 14 and 14 see we have acting manager of shelter programs luis rocco. i hope i pronounce your name on will present on these items. >> i hope i pronounce your name right. louis. yep. thank you. >> all right. good morning, commissioners. my name is louis bracco. i'm the acting manager of shelters at hhs. today i'm here to present agenda item 14 a and i'm kindly requesting the commission's

approval of a new contract agreement with we hope for the provision of shelter services at the commons. for an initial contract term of march 3rd 2024 through march 31st 2027. this is a new agreement for new services that was awarded competitively through request for proposals 150. >> the budget for this contract agreement is $8,535,582 and new funding plus a 15% contingency of $1,280,338 is for a total not to exceed budget amount of $9,815,920. the funding source for this budget is a mix of state and local funding including 54% state behavioral health bridge housing funding, 30% state

encampment resolution fund funding and 16% our city our home prop c local funding. the purpose of this contract is to provide shelter and support services for adults experiencing homelessness in a low barrier shelter setting. the commons which will be located in the bayview hunters point foundation neighborhood, will include a mix of six cabins for up to 68 guests as well as 20 rv spaces for up to 30 guests. the program will serve up to 98 guests in total by offering a hybrid shelter model with both cabins and rv spaces. this site will bring more diverse options to the shelter system while also responding to the urgent need for additional shelter capacity in district ten. we hope will have a budgeted

staff of 46.5 for these and guests at the cabin at the comments will have access to a variety of amenities on site including bathrooms, showers, community space, a medical clinic in partnership with shelter health laundry two meals a day as well as 24 seven dedicated cbo staffing as well as case management with a 1 to 25 ratio. i respectfully request approval of this new contract agreement. happy to take any questions at this time. >> thank you for the presentation and open up to the public for public comment on this particular item. there members of the public who wish to make public comment please do so at this time. they need remote callers. okay. open up to the commissioners if you would just put your name in the queue. >> commissioner evans, thank you so much for the presentation. this is a really exciting site that we've been talking about for a while and i'm eagerly

looking forward to seeing the pictures or making a visit and and seeing how it's actually developed. it's my understanding that this previously was used as a warehouse for construction materials. and so isn't it terrific that we're deploying our resources to create a new shelter site that is in the district that experienced a significant growth in homelessness in the last point in time count? i'm also excited about it being a combination of rv and cabins which provide the dignity of non-congress style setting. i have worked with the we hope staff at the monarch hotel and i have found all my interactions to be quite good

and professional. i'm very excited about this provider taking on this particular site especially as i understand that while it initially might accommodate about 96 people that there could be some potential for expansion at some later date at the site. so i am appreciative of this presentation and excited to go ahead and approve it. i was just going to ask for the record i think commissioner the director mentioned in her director's report the type of who you're targeting initially that the site will serve just for clarity and for the record. >> yeah. the site just being sited in the bayview hunters point neighborhood. i think we're going to really focus on district ten focusing on the unsheltered population there as well as folks living

in their vehicles in the bayview neighborhood. thank you so much commissioner asllani and williams googling the commons in san francisco. a lot comes up including a meeting space including just earth roads. i mean lots of things come up. where is the location of this because it doesn't come up in it's in the bayview on gerald avenue. >> the address if upon a 2177 gerald. thank thank you very much that's all thank you. thank you. i look forward to seeing the site as well and i'm so happy to be placed in district ten for the residents there. >> is there a motion to approve this contract? seconded. been moved improperly. second, let's call the roll, pl chair evans i. >> commissioner albright i commissioner asllani and williams i commissioner deputy. >> item 14 is approved. thank you some way. thank you.

moving to item 14 b and c will be presented by the hsh1 system director candace thompson. >> good morning beverly chair butler fellow commissioners and executive director mcspadden. my name is candace thompson. i she her pronouns and i'm the hsh1 system director. the items before you today are two new contracts with focus for the one system and the hope system and i'll just provide some brief background and context on focus and on these two systems before jumping into the details of the contract. so bit focus is the software vendor for the clarity human services software solution solution which is. >> department of housing and urban development or hud compliant homeless management

information system we usually refer to it as hmas both the one system and the hope system use the clarity human services software platform. >> you've probably heard of the one system so it's been our official homeless management information system or hmas for san francisco since 2017. the hope system was launched in early 2023 and that it is what hud calls a comparable database for use by victims service providers. so the host system is a hud compliant instrument system and it also complies with the federal. violence against women act that includes provisions against sharing the personal identifying information of survivors of violence. >> so jumping into the contract details the first bit focus contract is a software as a service or a licensing contract

for the one system and the hope system in an amount not to exceed $4,020,940. and the second is a bit focused contract for system administer and services for the one system and the hope system and an amount not to exceed $9,712,068 and both contract amounts include a 20% contingency. >> the term for both contracts is april 2025 through june 2030 which is five years and three months. >> and turning to funding both contracts are primarily funded through hud continuum of care grants including a domestic violence coordinated entry grant that funds the hope system beyond the hud funding four percent of software as a service contract which is about

120,000 is funded by the us department of veterans affairs for one system access for va staff administering vash programs. >> we're just talking about the veterans affairs supportive housing programs and then 2% of this sysadmin contract that translates to about 200,000 is funded by a grant from google for hms improvements. this specific improvement project is to build and implement new features to fully integrate and support each soldier's temporary shelter programs within the one system. >> both contracts were selected through a sole source process as bit focus holds proprietary rights to the software and related support. and i do want to note the system was initially competitively procured in 2016 by the human services agency. >> so in closing i respectfully request approval of these two contracts and i'm happy to answer any questions.

>> thank you so much for your presentation. i want to open up to our public for public comment on this these two two items any commissioners wish to make any comments or have any questions i make a motion that we go ahead and approve the site. >> okay. there are two items on the table items 14 b and 14 see if we can approve both together. >> i make a motion that we approve both items 14 b and 14 c so it's been probably moved and seconded or both to the roll call vote please on items 14 b and 14 c to terri butler how do you vote? vice chair evans high commissioner albright i commissioner anthony williams i commissioner deputy 14 a, b and c are approved thank you so much. okay we will now transition to agenda item number 15 which is a general public comment and these are items that the public wish to make that are

not related to our agenda at this time and let's give three minutes each coming here and if you could just line up so that i can make sure that we have enough time for seems like we have about three persons who would like to make a comment so you may start. >> good afternoon everyone. my name is michael taylor but people call me free. i am a disabled resident of san francisco and i currently live in a permanent supportive housing program provided by the city. i'm one of many who have been directly impacted by abuse within nonprofits associated with the department of homelessness and supportive housing. at the last meeting of the our city our home oversight committee i raised concerns about jennifer freedom, a member of that committee and director of the coalition on homelessness. i will now reiterate those concerns and the fall of 2023 i met with jennifer freed and bach to discuss the cover up of sexual misconduct, sexual misconduct perpetrated by kristen kalinsky, the former co-director of taking it to the streets, a nonprofit associated

with the department of homelessness and supportive housing. during this meeting, jennifer and bach acknowledged hearing rumors of this cover up and told me that it involved employees of the department of homelessness and supportive housing. jennifer friedan bach acknowledged making these claims to me during the january meeting of our city our home oversight committee. afterward i was contacted by the city comptroller office's whistleblower program and i was finally allowed to report this abuse and misconduct. i've been denied any ability to do anything about any of this for years by the h and associated city employees. i urge this commission to look into these matters and i welcome you to contact me. i have previously been in contact with this commission via email. >> thank you for your comment. welcome christopher mika. >> commissioners that the information you just received is for this person. i need a second.

>> okay. thank you. yeah my name is christopher mike i'm a tenant of i'm a tenant at the union hotel which is a permanent supportive housing building in the tenderloin. i've sent you guys a note and a petition earlier today. you should have received it. it's a petition for the san francisco department of homelessness housing oversight commission to help us and assist us in getting our broken elevator fixed. excuse me.

>> anyway, we are we are asking that the commission to investigate why thc has failed to request any of the 10 million in city funds allocated for a permanent supportive housing elevator repairs. >> that's something i've found out through dean preston's office. >> we have this elevator. it breaks down every weekend. we have lots of senior and disabled people in our building and they get stuck in their rooms. they get stuck outside of their rooms and have to wait all night until the elevator repair person will come. >> they on top of that are much

of this happens on the weekend and our landlord will not call the repair person on the weekend so the elevator will be down for the whole weekend. so we have kind of an emergency in our building. our elevator is going out all the time. people are getting stuck. i collected about 27 signatures for this petition and i could have gotten some more. i just couldn't get a hold of everybody. >> but there's really there's no mechanism for us to make, you know, request for repairs or you know, organize for this. so i'm actually coming to you with help to hoping that you can put eyes on this and help us get funding to get our elevator fixed and may pressure our landlord to take action which they are not and also just do regular repairs on the weekend so that our tenants are disabled and senior tenants are not getting trapped in their rooms. i have a story from somebody

who told me that they like missed three doctors in appointments and an important surgery because of the elevator was down. i myself am going to have to get knee surgery very soon and i'm actually really scared about being stuck in my room during that time during my recovery. >> so i have sent you a letter. there's also some photos that i sent which i have been told are in your docket. there's a photo of a man in a wheelchair being stuck outside and a photo of another tenant having to a senior disabled tenant having to crawl up the stairs with their walker and i'd love to stay in contact with you. >> thank you. thank you for your coming and we've received your information. >> thank you. next. >> good afternoon commissioners . my name is carlos bungalow. i'm the program director of the tiny nation. yes. is that that folder there

and so basically what we're doing we're a job corps is a treasure island and we work with at risk youth with which is basically youth that if you don't help them out they'll end up becoming homeless. but we don't like to call them at risk youth. we say promise youth because we're building a promised future for them and what we're doing now is we work with the construction students and we realize that they learn how to build a house. >> so instead of building and destroying these materials and throwing it away, what we're doing now is changing everything to build tiny homes which we would like to donate to your cause here in the city . >> on top of that of course we are limited on resources and finances. >> one house does cost about $16,000 to make but at the same time if is only the cost and we're also helping a student gain the skills that they need that they can get an actual job which is not only a job but actually a career and it makes some very valuable

in the job market when we tell construction companies hey we have young students, we're learning how to build a house that's very enticing for them to come to job corps and hire a student and especially that they come from low income communities. they're actually building homes that are healing their communities at the same time which i think is a win win situation for our city at this at the same time. so i'm just looking forward to share light on what we're doing there. we are a nonprofit organization and we can find a way to work together maybe some local collab or resources and building material and we are not limited to these specs that we have provided here. if there is specific specific spec that you'd like us to build here at treasure island we can do that as well. so we can accommodate the city need thank you. >> all right. thank you for your comment and the material. very nice actually. okay. any other members who wish to make public comment here? >> any remote callers? >> no callers in the queue.

okay. well this takes us to our next agenda item. >> we're going to move to item 16 any reporting from our vice chair evans so the nomination committee did not meet in january due to lack of applicants as the director mentioned, there are vacancies and we will be meeting this upcoming february 27th at 440 turk at 10:30 a.m. and we welcome applicants for the vacancies that we have available so you can get in touch with our commission secretary about us now who has the information and the application link. it's also on our website if you can navigate to the homeless oversight commission to the nomination committee you will find a link to the application we have a couple of applicants that we will be considering in february one for the local homeless coordinating board

and sorry two for the local homeless learning board and one for the shelter monitoring committee. however, we do continue as the director mentioned, have three vacant positions on the shelter grievance advisory committee and so we encourage people to really take a look at the shelter grievance advisory openings if you have questions about the qualifications for those spots again you can speak to our commission secretary about us out about that or come to our next meeting and learn more. thank you. thank you for that report. any members of the public who wish to make public comment on that our vice chair's report regarding the nominating committee and your remote callers takes us to our next agenda item which is our data officer reporting and sharkey isn't here so we'll move forward. >> okay. we i want to jump back up to item agenda item number 11 which is the homeless oversight commission's in the year review

and strategic planning to thank the commissioners for taking their time to meet on january the 28th to discuss some of the end of the year or some of the things that we have accomplished actually since day one and creating thank you vice chair for certain drafting a list of accomplishments and from that meeting we developed a working group with the vice chair myself and commissioner witt guerrero and we have talked through the end of the year report on the vice chair and i will start that end of the year report with a letter which just describes in narrative form you know how we got to this point that we're where we are now and also you know some of the things that we anticipate doing for the next with this upcoming year and then we'll have more details of the end of year year

,end of the year report afterwards. >> so i just wanted to let the commissioners know what was discussed during our working group meeting and if there are any comments or questions that you may have, you will have a draft of the report no later than friday and you may provide any comments that you want. in addition to the comments that you make here. >> so just i was going to thank the chair for making the time and space to discuss how we take the year end review and strategic planning to the to the next step and we decided as he mentioned that a joint letter from him and myself to the mayor and then i assume the board of supervisors as well about the work that we've done since we started meeting which will highlight some of the key accomplishments and talk about what we hope to accomplish ahead. i also mentioned to the chair i thought that this would be a useful document to share with

the prop committee who is basically started their meetings to evaluate and assess the commissions in the city and to identify commissions that are, you know, high performing and should be kept and those that have some challenges and need to be worked on or make a recommendation to to get rid of them. so i thought that that would be a helpful input to share with them as well. >> thank you. okay. any other commissioners have any thoughts, questions, comments again you will have a draft of this no later than friday to review and provide additional comments any members of the public who wish to make comment on this particular item . >> our only member of the public who showed up on january the 28th i would imagine he would have a comment today. >> so yeah, i've been thinking about this relatively a lot about where you're where you're

at, where you're going, what you're doing, what i was hoping for is that you would do more, you request more i don't know like hearings or something so we could hear from the local hamlets we have presentations from the high team, the mental health association and just many other service providers. >> in the end just try to get compile more information. and i also was thinking of like like if if a shelter had a $10 bill and a $10 million budget for a year, what would that shelter look like in how do we how do we have a vision for like the future so i mean we'd have the middle we'd have high level case managers, social workers, maybe gourmet food,

you know you know is it $10 million? so i'm just wondering like how do we have a vision for a system so that we could i mean and i'm really stuck on how do we get people past the sidewalk to like see old or something. and i'm also thinking about how do we get project homeless connect into the shelters, you know, to do something and then also on oh like job fairs and volunteer fairs so that we could get the homeless doing something besides just going to the shelter and watching tv are just hanging out and then also maybe something like a volunteer fair because oh i was i went to oakland they had like a jolly volunteer fair so you

know we could get people like volunteering doing something to rebuild the community. what stuck in my head is a navy seal team is for people they jump out of a helicopter, they do stuff. but we have like 15,000 like homeless and it's like we should consider like the potential that the homeless have, you know, in this like some army of knowledge and job skills that are within that homeless community. >> i mean they didn't you know, they weren't homeless all their lives. they had to do something with their lives. you know, they so thank you. >> thank you. >> when you come in any remote callers there are no caller

thank you. >> this moves us to our next agenda item which is announcement of future agenda topics and i'd like to open up the mike the floor to our commissioners who have any suggestions for agenda topics for next month. >> commissioner i'm sorry just reiterating what commissioner dufty and i spoke about earlier is a desire to learn more about the strategic planning conversations particularly in the area of transitional age youth and families and other i think what was termed here as well communities living in vulnerable circumstances. >> thank you. thank you, commissioner anthony williams so this could be off topic but i don't know where else to bring this up.

some good ideas come to us from the public too that i can say were presented today by the gentleman that just spoke i'm sorry i can't recall your name sir charles pitts excuse me, mr. pitts. mr. pitts. yes, thank you. and the gentleman with the tiny homes and we seemed to listen to him attentively. there's some really great ideas and then it doesn't go anywhere . >> we don't even discuss it amongst us or in another future meeting or even talk about feasibility or anything so that just sometimes just like the idea stuck in his head it kind of stuck in my head and i go why can't we explore that in the independence of and supports is correct. >> there is a just a army of able people that can help

themselves so and help others so that's just for future discussion. absolutely and you're more than welcome to to make recommendations for the next agenda to to have those discussions and certainly between meetings as well and i believe members of the public who wish to have more discussions and continue discussions with the commission are more than happy to email the commission secretary and she will let us know how to to reach out. thank you. i absolutely agree with you and there's opportunity for that. mr. evans i'll just build off of what you said. so there actually is like a philosophy of giving people agency over you know, contributing and so like if you look at like laguna honda at one point they were, you know, growing their own food not all of their own food but contributing to the food that they were eating. and so on. but you know, like with the gerald commons being one of the more recent sites that were

opening up, you know there is a very staff heavy model. it's the staff to client ratio is one 1 to 2 and one of the things that you know, we could explore is shelter models where there's more participation from the shelter residents in the management and government governance of the of the of the site right and so i think that there are case studies of that and models of that but beginning giving people agency to be participants and then it also as you said you know can lead to also skill development and you know creative problem solving. yeah. so i think you know that's an excellent idea and something maybe we want to explore it at some future meeting i, i know that it's very intensive in the beginning to think that way because it's a whole re

rerouting of things and it takes a lot of work from from staff to do but it's just kind of thinking in that direction and even little things. one of the shelters that i visited there was a shelter. it was actually housing where on this site they have training for chefs cooking school and i thought well that's great. >> i mean that's a that's a skill that everybody needs and it's a skill we need in the city, you know, and honestly particularly with the federal government and this there will be a lack of labor shortage if they're completely you know, if ice works as hard as they've been doing in other communities here and i think starting with our own people and developing skills that they could use not just in the shelters but then be able to be employable in construction industry in you

know, cooking and chefs so restaurant industry so that it just would be a very interesting thing to explore in the future. thank you. >> thank you. any other recommended items for our agenda for next month? >> i will follow up on the letter. can i ask one of a director mcspadden how difficult would it be? you can think about this to have a joint meeting with for example, the health commission . i mean we've certainly done that in the past. i mean it's been done in the past, let's put it that way. this this commission obviously hasn't done that yet. we can check into that. i mean director barrasso can check in and see if that's something that the health commission would be willing to do and we'd probably have to plan it for a couple of months

out. it's our experience. i know commissioner barrasso is familiar with this because i know you've done this before right. i think it usually takes a little bit of time to get it scheduled but we could do that. >> yeah, i imagine it would probably take a little bit of time. >> i just i'm curious as we're and there's new leadership there so they may want to you know they may want to wait until that that i was going to say the behavior oral health commission is a separate commission from the health commission and the behavioral health commissioners. two of them came if you might recall last year. yeah, i think they're very they've been they've been invited the conversation when do those commissions meet? >> maybe we can just attend as a member of public i can i'm happy to share that information. >> yeah i mean they're on yeah they're on the city's website. yeah. yeah. thank you. just like we are. yeah. thank you. okay, there are couple of recommendations for letters

and advocacy so i'll reach out to the commission draft those letters and get those out as well. thank you. okay. >> i just want to open up to the public if there are any public there's any public comment around this agenda item or any remote callers. okay. the time is 1220 is there a motion to adjourn a move to adjourn? >> okay. meeting adjourned. >> thank you so much to everyone. happy valentine's day everyone . >> enjoy your day. sure. like

>> so the march started in 2004, there was a lot of action going on at the time against transgender people. so an email thread went around and everybody decided to meet here at the loweris park and really send out the message to the community that we're here and just because the legislation does not validify who we are, we are still here and we deserve to be loved and empowered.

>> so for me trans march is a safe place where i will not be quiet and i can be unapologetic against my trans siblings to be in the community and say okay, you can bring yourself to the safe places. we're normal human beings and we can exist. >> this is one of the largest trans marches that happens in the world and this space is ours.

we can at least have one day where we are seen and not over shadowed by the greater pride, hostilities everywhere. trans march means so much to me. but it means so much more for me and my community. >> we really felt it was important to have a special day just for transgender people where we can have our voices lifted up and specifically seen. >> after coming, i feel so proud of this place and also this whole movement. this joy is strong.

so maybe trans march that is a lot of joy. >> my partner is transgender and you know ,z we've been together for 25 years. and i learned a lot about trans generaleder and her what it means to be transgender. to give people pride of who they are they are beautiful and an important part of society and they should have equal rights. >> for me being here is an act of celebrating myself and

feeling okay in my own skin. >>ed we have a lot of momentum here at trans mart, we have a lot of community for support from our sponsor to our tal ept, everybody is happy to support this event because we all want to be together and after two years of not being able to be together this year, people were especially excited. [applause]

[♪♪♪]

>> my family's starts in mexico in a small town. my parents are from a very, very small town. so small, that my dad's brother is married to one of my mom's sisters. it's that small. a lot of folks from that town are here in the city. like most immigrant families, my parents wanted a better life for us. my dad came out here first. i think i was almost two-years-old when he sent for us. my mom and myself came out here. we moved to san francisco early on. in the mission district and moved out to daily city and bounced back to san francisco. we lived across the street from the ups building. for me, when my earliest memories were the big brown trucks driving up and down the street keeping us awake at night. when i was seven-years-old and i'm in charge of making sure we get on the bus on time to get to

school. i have to make sure that we do our homework. it's a lot of responsibility for a kid. the weekends were always for family. we used to get together and whether we used to go watch a movie at the new mission theater and then afterwards going to kentucky fried chicken. that was big for us. we get kentucky fried chicken on sunday. whoa! go crazy! so for me, home is having something where you are all together. whether it's just together for dinner or whether it's together for breakfast or sharing a special moment at the holidays. whether it's thanksgiving or christmas or birthdays. that is home. being so close to berkley and oakland and san francisco, there's a line. here you don't see a line. even though you see someone that's different from you, they're equal. you've always seen that. a rainbow of colors, a ryan bow

of personalities. when you think about it you are supposed to be protecting the kids. they have dreams. they have aspirations. they have goals. and you are take that away from them. right now, the price is a hard fight. they're determined. i mean, these kids, you have to applaud them. their heart is in the right place. there's hope. i mean, out here with the things changing everyday, you just hope the next administration makes a change that makes things right. right now there's a lot of changes on a lot of different levels. the only thing you hope for is for the future of these young kids and young folks that are getting into politics to make the right move and for the folks who can't speak. >> dy mind motion. >> even though we have a lot of fighters, there's a lot of voice less folks and their voiceless because they're scared. i grew

cuisine mixed with american cuisine, and grew up cooking with my grandmother. as i grew older, i really found a lot of joy and fulfillment in cooking and coming up with my own recipes. once i got into the fire department, it was a really easy transition to cooking on a daily basis. my mom said, if you love to eat, you will know problem learning how to cook. it's like cooking for your family especially since this is a blue collar job and regular people food.

that is a lot of things that go on into preparing firehouse meals. we pay for our own meals. we go, we shop and we spend divided upon the amount of people in on the meal. in the morning, there is a sign up board and you can sign up for lunch and dinner. my name is figueroa and at station 5 is pillar. when we go in typically, we sort of span out in our meals

situation and whoever is cooking dictates to what we are going to eat. we are going to take care of the pasta, bread, heavy cream, eggs, a pound of butter. three polish killbasa and onion and garlic. >> you have a lot of people hustling. >> we are doing this technique on the chicken where we are going to cook it in high heat for about 15 minutes and turn it

down. we started at 425, and dropped the temperature at 375. >> my name is oj leonardo, a firefighter first, always, for the city and county of san francisco. >> it's unique. one of the few houses where the officers cook. they are on the cooking detail. so cooking is a big part of our tradition here in the fire department. when you cook for your folks, you are showing how much you care for them. you don't have to be an excellent cook, just show that you care. when you are at home, you put whatever you want together and people will eat it. there are no rules. in the firehouse, it's a different story. now, whoever is cooking, the first thing we ask is, no. 1, are there any diet restrictions

because one of my firefighters is kosher and vegan. here at 12, we make sure that everyone eats. >> when i'm planning my meals, i tend to weigh it, i guess is the best way to describe it. i don't make a list, i don't typically go from recipes. i will sort of go into the rolodex in my mind and think of what possibilities i have depending on if it's cold outside, if it's hot, do you want to barbecue, do we want a soup, a salad, go light, heavy and decadent. when i first came in, i had some experience in cooking. i think the big difference for me was knowing how to cook for many people and how to shop.

that was a pretty big deal because i had no idea how many chickens to get to make roast chicken for 11 guys. luckily, i had some really cool people help me along the way. when goaledberg, who was a staple here at station 5 was we me the first day that i cooked and he said, look here kid, you are going to be all right. we are getting this many salad, chicken, pasta and you will be all right. don't worry about it. he was throwing things in the shopping cart and i could barely keep up. i thought how is he going to turn all this for a meal for the guys. that's really where i had to wrap my behind around this is how we do it here.

lloyd, and all the people here at 5, when i first came in were nothing but helpful when it came to that and everything and parting knowledge to the next person, the next generation is being part of being in this fire department. they for the most part know and every once in a while something new. >> when we get dispatched to a call, we'll put everything on hold and will do whatever duties we need to fulfill and then we'll come back finish cooking and go on with the day. >> the biggest challenge for me is to make sure that i have a meal that everyone likes. that's the biggest scare.

if they don't like it, one guy is on the phone calling for pizzas and the rest are scraping their meal. that has happened. it's really important to pass on traditions. station 5 is famous for setting up the linen, the cloth and tradition. once you have caesar in the firehouse, you won't have it again outside the firehouse. >> i'm filipino and had my grandmother in the kitchen. we learned how to cook because we were always helping my mom in the kitchen. my mom never measured anything, neither my grandma and i had to always watch because when they turn their back, that is where

they made their move. now with cooking, i use simple ingredients and let them speak for themselves. >> i think there is something to be said about coming together and sharing a meal. there is something that happens, some kind of magic that happens spinning across the table. you know, it's a moment where everybody has something in common. the next thing you know people are talking and engaging and there is a sense of community, and that's important whether it's in the firehouse or outside of the firehouse. that's why it's important in my family that we eat together. >> the biggest thing that the food that i cook for them and we do together is to show how much you love your fellow firefighter. that's our bond. we do it through food.

it's more than just the food. i remember we had two of our firefighters pass away in a fire that turned into something. we were together at that moment, and we were able to talk about them and think about them before we started our meal and during our meal. and we would just sit there and just be together and have a moment. in the end, being a firefighter, is all about people. if you love people, this is the job for you. if you see people in need and respond to people in need, and then you are sharing meals with your fellow firefighters, it's a people business. so, that food just makes that bond even greater.

if you are eating, you are paying. so all of you guys, i hope brought enough money to pony up. [ laughter ] oh, this is something. i told you, who needs to measure. [ laughter ] in the fire department, everyone is willing to help. you have to bring your a game.

when i say you're good all right thank you all for joining us as we mark this important milestone shown in our efforts to revitalize san francisco, it is now my great honor to introduce mayor daniel lori thank you. >> thank you. good afternoon. >> thank you to the millennium students for being here today. we appreciate you sharkey good to see you. good afternoon everyone and welcome to city hall. i want to first start by thanking supervisors dorsey and gado cheryl mahmoud souder ,chan and chen for joining us today. i also want to thank our

community partners for standing with me on the steps of city hall just two weeks ago to advocate for the passage of the fentanyl state of emergency ordinance. it's an honor to be standing alongside all of you today to sign this legislation into law on inauguration day. i committed to treating the fentanyl crisis as the emergency that it is. thanks to the overwhelm ming support of the board of supervisors we are getting additional tools and authority to act swiftly and effectively if we did not get here alone. thank you to my legislative co-sponsors president mandell ben and supervisors dorsey and gado cheryl mahmood and souder. and thank you to supervisors chan and fielder for working closely with my team on amendments to get this piece of legislation over the finish line.

the fentanyl crisis is not a 9 to 5 operation. it doesn't take breaks and neither will we. this new law will allow us to further surge resources and bypass bureaucratic hurdles standing in the way of tackling this crisis. today as we signed this consequential piece of legislation, i am proud to share the first step we will be taking with this new authority. thanks to the fentanyl state of emergency ordinance this spring we will open up a 24 hour, seven day a week police friendly stabilization center at 822 geary street. >> the center will be staffed by medical professional. it will divert people from the emergency department at places like s.f. general and it will accept patients dropped off by police, paramedics and street

crisis response teams. this will free up essential hospital and first responder resources using new leasing provisions provided by the fentanyl save emergency ordinance. we will act quickly to those who are struggling. help is on the way. we are putting in place solutions that will reach you and give you the second chance you deserve. to our first responders, law enforcement, public health clinicians, community health leaders thank you for your tireless efforts. your work does not go unnoticed. and together we are making bold steps toward a healthier, safer community. this is our moment to act. and together we will continue to push forward until the

fentanyl crisis is behind us. now i want us to get to work and it is my honor to introduce our next speaker supervisor matt dorsey. thank you. thanks so much, mayor lori. you know, five years ago san francisco faced a public health crisis in covid 19. and around that time there was another public health crisis that i don't think people were fully paying attention to. but they're paying attention to it now. and i have talked about the fact that this was a crisis that moved me to ask for a job and a role on the board of supervisors that i never thought i would want let alone have. but i was working at the police department under chief bill scott and i had a role where i participated in the monthly meeting to preview the report on how many people died of drug overdoses the month before

and month after month as a recovering addict myself. i looked at a number that i was one bad decision away from being in. and like many people in the recovery community at that time and now we knew that the drug overdose crisis was literally twice as deadly as what we were seeing with covid. it means the world to me and i know that it means the world to the recovery community in this city and elsewhere to understand that san francisco is rising to the challenge of the fentanyl emergency that we are facing and doing so in a way that will save lives and also protect communities from drug driven lawlessness because that is something that i'm hearing. i represent neighborhoods that have been very frustrated when they see that the city is going to solve a problem. they're seeing problems that the city is creating. and i think what i appreciate about the 24 seven stabilization center that will be police friendly is that this

is addressing both the needs of people who are struggling with addiction and the right of our neighborhoods to be free of drug driven lawlessness and to restore public order to our city. so thank you, mayor lori for your leadership and i'm honored to be a part of this. >> thanks. >> we'd like to introduce one of our community partners, cedric akbari to come up here and speak as well. >> all right. good afternoon everyone. doing nothing about the financial crisis is no longer the answer. the answer will happen today as mayor lori is taking this bold step to sign this enactment and to sign this into law today to be able to give our city

and make it safe again. i want to say that it's going to take an integrated approach to this. it's going to take every city department. it's going to take each one of them to work together to be able to create our streets of the pandemic that has been going on on the streets. the other thing is as a collective in san francisco we need to work together to san franciscans and support our mayor, support his leadership in this walk in order to bring our city back. the other thing is safer sidewalks. we all want that again for every citizen in san francisco to be able to walk down the streets again, especially our children. we want to be able to tell those that are suffering from substance use disorder that there is help, that you can stand up, that you can live again, that there is hope for you. and i pray that it would be provided with more treatment beds and more places for people

to go to get the help that they're need. and today this is a day for us in san francisco to be able to stand up together, pull ourselves together as one individually and collectively to make this a better city. >> thank you. >> all right. i'm happy to take a few questions before we sign the bill. >> members of the congress is not a regular occurrence. i just saw someone experiencing overdose on my way over here was getting medical treatment. so with this expected 1000 or 25 people each day, how many more treatment centers are we going to keep like this one or is your office planning to try and get 20 five a day? >> is a start. it is not the ends. we need more spaces like this but we haven't had any except

for for instance general hospital where if you walk into s.f. general you see people lined up waiting to get treatment because their beds fill up very quickly. so this is a first step because just a first step you're absolutely right. >> we need more licenses for this successfully as part of this legislation. what does it mean that you are successfully doing what you're doing? well, i think cedric did it and i during the campaign would walk in the tenderloin. i'm walking sixth street, i'm walking julian avenue and sometimes i'm picking up my daughter from l.a. or my son from soccer practice and i will not go for instance on sixth street i get them out of the car when i'm walking up and down the street. success for me will be able to look like that. any one of us can take our kids down one of those streets and feel safe doing so. this is going to take time.

i appreciate the board of supervisors and their commitment to this. we have a year of this ordinance. i hope you and i see really improvements in street conditions so that our kids who are here with us today feel safe walking down these streets . that will be the first test numbers will come with what we've done at the triage center where standing which we are piloting right now. we will have numbers. we will have data and the data will drive us and we're not going to be content with just fixing one city street and having the problem move down to the next street. i am going to be tireless about this. i sat the dimmock meeting and i said to every department head this morning i said this is not a let's clean up for the nba all-star game or let's clean up for the super bowl. we're cleaning up this city for the residents, for our children. 365 days a year they deserve

nothing less. the other half of this is of course the people who come to this city come to this country and are flooding the streets with you all. so what part of this plan is going to address that? is there going to be a collective agreement? we have to work to all get together and say no more. >> we i mean we we are i want my sfpd, my law enforcement arresting those that are dealing i've said that every single day and that that is their commitment to me. we made over 200 arrests in january alone. we are not going to stop. that's the duty of us is to keep our people safe and we will do that. >> so i actually was just now in the mission and i talked to this woman that she told me she's been on the street for 25 years and she's had help before

including going to shelters. but then she comes back to the street. so how are you going to guarantee that that doesn't happen and the streets are not, you know, again filled with people that actually might need to be forced into treatment? well, we're giving people a choice once we have enough beds and that's where the prop one funding that we are expecting to get in may, they won't be up until september. those prop 100 locked beds but we're going give people true options safe dignified shelter treatment beds which we do not have enough of but staying on our streets, being in tents is no longer an option for people when we get those beds up working out what we're doing on on sixth street we are going to continue to let people know that they have options but there is no longer an option to stay on our streets. i'm to find j.d. i know you

want me to get into specifics. i have not signed that law yet. i have not made a phone call yet. we abide by all the laws and i respect the will of the board of supervisors. so i'm assigned this bill and believe me there's people that want to help this city in a variety of capacities whether it's on this or whether it's on other topics. but for right now we need to stand up more mental health beds, more shelter beds and i know there are people interested in that and we will be happy to share the details and the board of supervisors will know it. the the public will know who we are talking to and who donates. there will be full transparency for the public information. >> i mean there's a lot of people here.

i also point about people from both from the system so mental working together to make sure all this. yeah, let's not equate two things. there's there's immigration issues and then there's drug dealing issues. if you are here in san francisco i don't care where you're from if you're dealing drugs, we're going to arrest you and we're going to prosecute you full stop this question. you know, transparency comes in a lot of ways and i'm just hoping to hear from you. what is your commitment to how soon the public will care about you're asking for money for for your plans on an ongoing basis on a daily weekly. that's what as many times as you asked me the question, joe. listen, when we get a donation

the board of supervisors can know and the public's going to know. that's my commitment. i am not going to call you every time i make a phone call but i know you would. i know i know. and that's what i love about you. but joe, i am committed to transparency in this. there's not going to be donors giving money that you all don't know about. so all right, let's go sign. thank you all for being here. thank you all. all the department heads dean chrisman, chief bill scott, thank you very much

. i think we got a.

thank you all very much. thank you all for coming today. i appreciate it. let's get to work right >> i'm connie chan district one supervisor and welcome to the richmond.

>> i'm an immigrant and came to san francisco china town when i was 13 years old with my mom and brother. my first job is at the community organizer for public safety with san francisco state. and land in the city hall and became a legislative aid to sophie maxwell. went through city departments when kamala harris was our district attorney i'm proud to represent the richmondad district supervisor. [music] we have great

neighborhood commercial corridors that need to be protected. the reason why we launched the neighborhood business for supporting the [inaudible] for 15 years special more. we have the legacy business program the business around for 30 years or more and thought, you know, we gotta make sure the next generation contains for generations to come. am i'm ruth the owner of hamburger haven we came back on july 11. we were opened in 1968 at that time i believe one of the owners of mestart today went through a guy named andy in the early 70s and my father took it mid 70s. >> originally was just a burger joint. open late nights. then it changed over the years

and became the breakfast staple. we specialize in breakfast, brunch come lunch now. i love this neighborhood. i grew up here. and it feels like home. i walk down the block and recognize people of people say hello. you say hello you talk and joke. has that familiar environment that is enjoyable and i have not experienced anywhere else. there are many things i would like to see improve ams the things we might see are making sure that our tenants stay housed our small business in tact and those are the solutions that will contain to push to make sure that you know our communities can take root, stay and thrive. >> i'm proud of you know, welcoming folks to the richmond. everyone loch its we got

farmer's market every sunday there. the you see really business at the noaa. ice cream at toy folks and going to chop for book like green apple. and that's when you like the deal is pizza place haall families love. you will see a lot of great chinese shops that is readily available for everyone. >> and that is just thein are richmond there is more to do in the richmond. what is love is the theatre. >> i mean adam and with my wife jamie, own little company called cinema sf we operate the balboa theatre. the vocabularying theatre on sacramento and soon the 4 star on clement. >> balboa theatre opened in 1926 and servicing this outer richmond neighborhood since

then. and close on the heels the 4 star opens since 1913. >> when you come in to a movie theatre, the rest of the world has to be left behind. but you get e mersed in the world that is film makers made for you. that is a special experience to very much we can all think of the movies that we saw in the big screen of with everybody screaming or laughing or crying. it is a shared human experience that you get when you go in to places that are gatherings and artist presented to you. >> a shared experience is the most precious. and the popcorn. [laughter]. at the balboa especially, we stroif to have movies for people of every generation from the pop corn palace movies on the weekend mornings, for families and kids. this is for everybody of all

ages. >> what is great about the richmond is it is a neighborhood of the immigrants. belongs to immigrants not ap i immigrants you will see that there are also a huge population of rush wrans and ukrainian immigrants they stay united you am see that the support they lend to each other as a community. and cinderella bakery is another legacy business. if you go on the website it is known as a russian bakery. the first thing you see their pledge to support the ukrainian community. you will see the unity in the richmond i'm so proud of our immigrant community in the rich monthed. >> my dad immigrate friday iran the reason he stayed was because of the restaurant.

has more centamential value it is the reasonable we are in this country. when he had an opportunity to take over the instruct he stayed that is why we are here part of our legacy and san francisco history and like to keep it going for years to come. >> another moment i'm proud to be supporting the richmond and the only asian american woman elect in the office and as an immigrant that is not happen nothing 3 decades. you see it is my ability to represent especially the asian-american community. in my case the chinese speaking elders in our community that really can allow me to communicate with them directly. i'm program director of adult day centers. i have been here for 7 years i love to help the communities and

help and the people with disability. i foal a connection with them. i am anim grant i love helping our community and new immigrants and improvements. >> if you want nature, richmond is the neighborhood to go we are between ocean beach heights and golden gate park. >> i love the outer richmond. for me this is the single best neighborhood in san francisco. everybody knows each other. people have been living here forever. it is young and old. the ocean is really near by. and so there is that out doors ocean vibe to it. there are places to seat golden gate bridge it is amazing. businesses are all small mom and

pop businesses. houses get passed down generation to generation. it has a small town feel but you know you are in a big city at the same time. it's got a unique flavor i don't see in other neighborhoods j. it is about being inclusive we are inclusive and welcome the communities, anybody should feel welcome and belong here and shop local, eat local. we believe that with that support and that network it come in full circle. it is passing on kinds knows. that's when richmond is about that we are together at once. welcome to the richmond. [music]

>> so i'm linda i'm part owner and manager of the paper tree in jeopardy an town. >> paper tree opened by my parent in 1968. so we other second oldest business in jap an town. at 55 years this year. we have beautiful papers from japan, thailand, italy, korea and the biggest selection of orgami. i do it because of my grand father and he wrote to the first english in it in the early 50s. he had an import business to import japanese goods and of course we had our line of paper. to go with the books he produced. it is something i have been doing since i was 5 and i'm happy to say i'm a designer now

and of course having paper tree. it is grit. >> during the pandemic i wanted do something to make a statement to help combat the asian hate that was prevalent at that time. and so i put a call out to have a thousand hearts. this is a spin on the tradition of holding 1,000 cranes when you have a wish. well, a thousand cranes does not make a statement enough why not change it and a call for a thousand hearts? i created a website dedicated to the project. a video and fold heart instructions. people sent them in the first mont was 1,000 hearts. they kept coming in. and the next goal was 7, 698, which was the total number of case of reported hate by the ap i website. those were the reported case of hate. there are more not reported.

that became the new goal. we achieved 2 months later. the hearts were coming in it it is a big project, we have it part of our store. anyone can come and fold an easy heart. keeping that part of the japanese tradition of this in that way here in japantown is pretty special. its great. and francisco unified school district for february 11th 2025 is now called order at 5:01 p.m. mr. steel could you take a roll call attendance please? >> thank you, vice president. commissioner alexander here. commissioner fisher here. mr. gupta here. commissioner. vice president huling here with ray here. mr. rice board here. pr