. >> dr. chow if i may -- as we go through this process and we've been doing this kind of consistently with each of our facilities as going through the evaluations, that information gets fed into the city's capital planning process and the capital budget process. so each year as we get better data on seismic condition and need, then that inform the prioritization of how city wide dollars will be allocated to different projects. that's the process we go through that becomes the basis for how the funds get allocated in the capital budget. >> very good. thank you. >> let me add to what mr. wagner just said. he's right on point. we're taking the accurate geotechnical information from chinatown and have programmed that into our request for next year so we're asking for $3 million to further go into design to understand the pressure of the soil and how the building will react and the seismic event and physical year 2021 we're asking for about $15 million. we're doing the groundwork that lays our ability

ciao who -- dr. chow, how we're engaging staff in the implementation process and i'll walk you through the structure and how we're engaging our staff and leaders in that process. we before we signed we knew it was an operation project not >> t project. that means planning the installation and training to make sure the user understands how to do the daily work. not so much navigating through an electronic record system. they're primarily service lines end to end the continuum of that particular service whether there's an emergency room service or patient environment. on the right side you can see they're relate to revenue cycle service lines where there's medical record, billing and chart or patient and scheduling registration. those are current domain groups. there are certain pieces because we have to have adequate input from the business. this give you a sense of the governance of how we are managing, planning, monitoring and tracking it. i'll start on the top and i'll walk you through the bottom. then