tv Sanitation Streets Commission SFGTV August 27, 2022 5:30pm-9:31pm PDT
>> you call this meeting to order. my name is bob fuller, man tear jr the sanitation and streets commission. welcome to this commission's first standalone meeting. i will facilitate this meeting until a commission chair is elected as scheduled in item 4. i will now call the roll. please respond with here or present. >> thomas harrison? >> here. >> harrison is here. kimberlee hartwig-schulman? >> here. >> commissioner hartwig-schulman is here. >> ike kwon? >> here. >> commissioner kwon is here. >> commissioner mogannam is here. >> christopher simi? >> present. >> commissioner simi is here. with five members present, we do have quorum for the sanitation
and streets commission. due to the on going covid-19 health emergency and given the public health recommendations issued by the san francisco department of public health and the emergency orders of the governor and the mayor concerning social distancing and lifting the restrictions on teleconference, this meeting is being held, is being held via teleconference and streamed by sfgov tv. those watching the live stream being be aware there's a brief time lag between the time lag and what's shown on sfgt tv. i would love to extend our thanks to sfgov tv services and building management for their assistance putting on this meeting. for members of the public wishing to make public comment on an item outside, from outside the
hearing room, you would dial 415-655-0001. and the meeting id is 24867157568. followed by pound and then pound again. to raise your hand to speak and please press star three. please note you must limit your comments to the topic of the agenda item being discussed unless you're speaking during the general public comment period. to remind you, if you do not stay on the topic, the chair can interrupt ask ask you to limb out your -- and ask you to limit your comment to the agenda item. we ask the public comment is made in a civil and respectful manner and you refrain from the use of profanity. please address your remarks to the commission as a whole, not to an individual commissioners or staff. fortunately today, we have chinese, spanish and filipino
thank you. >> thank you to the interpreters for being here today. we will now consider item 3, the adoption of the rules of order of the sanitation and streets commission. if we could have those slides brought up, please. the rules of order were distributed to the commission and published online for the public to review and a -- pardon me, not an order of intent, a notice of intent was also published to notify the public of the potential adoption or the
consideration of the rules today. but before speaking specifically to the rules of order, i wanted to provide the commission and the public with an overview of the plan for how agendas will be created and then an overview of how a solution is adopted since today we'll be taking on items 3, 5, and 6 and they will require adopting resolutions for each. from there, we will have a discussion of amendments to the rules of order and just a note to commissioners, you do have a copy of the drafted rules of order as proposed by staff in your packet today. so, if we could have the next slide, please. so, this is a rough outline of how agenda setting will take place. the bulk of agenda items will be for contracts for the commission to
consider along with reports from, pardon me, reports by the department to fulfill the proposition b mandate. we'll also add to this stream informational items the department believes are important to share as well as request by the commission for additional information or larger explorations of a given topic in form of a hearing and we'll also have organizational items, such as amendments to the rules of order, honorary resolutions and items to update how the commission operates. so, as you see on the far left, we have many streams coming together to create potential agenda item was the largest stream being contracts. and please note items coming from the report, contracts ask reports go through a multilayer of process -- if
it's a contract, that particular project manager supervisor through the contract administration and our finance folks as well as the city attorney's office is reviewing most of the or reviewing items as well. and we use a workflow tool that public works it uses to keep us organized to ensure all items have been reviewed thoroughly. this process takes approximately seven weeks, which means that request for additional reporting or deeper dives into the data likely won't be available at the next commission meeting. in some instances, even the meeting after that, if the response needs to be its own agenda item. however, responses to request for information that is more readily available can be available much sooner, such as a
report or chart that can be included as a memo to the commission. the reports mandated by the ballot measure from 2020, essentially form the spine of our meeting calendar. regio will show you an outline of what reports to expect. from there, we'll work with the commission chair and the department head to create agendas that's robust and reasonable if their number of items and the amount of information that is reasonable to digest at a time. so, i will work to ensure that a draft an agenda is available to the commission chair seven to ten days in advance of the meeting. the chair will review and have input on whether the agenda is reasonable and whether we're getting through the material. both those items from the department and the commission and doing it in an appropriate
amount of time. this is also an opportunity to plan one of the items initiated by commissioners that should be scheduled and discussed organizational matters. this is an iterative process between the commission chair, the department head, and myself and there may be back and forth between the chair and the department and approved agenda will be published to the commission at least 72 hours prior to the meeting with every effort to publish it before then. one of the tools to help the chair and department head make decisions about the agenda items is an advanced calendar and i'll provide staff and commissioners, which gives fair notice of reports and contracts that we're expecting at the next several meetings and i request any questions or request regarding an agenda item leading
up to the commission meeting. if there's a particular item that's particularly complex or you'd like to more information about it before the commission meeting, please send me those questions and we'll -- while the published presentation may not be able to be changed, responses to questions raised with a fair amount of notice can be incorporated into the talking points of the staff presenting. one other note, the department will work to address any questions that couldn't be addressed during the meeting with a response that will be provided through the commission staff and chair, likely in the form of a memo. if it's a larger topic that can't be addressed in a simple memo, we'll work to add it to a future agenda. my advice is that any request for new or different items, different reports should be made with support of more than one commissioner and that the chair
request that the department prepare information for a future meeting and if we can turn to slide 3, please. forgive me if i'm taking you back to procedure 101, but i wanted to take, to touch on the basics of adopting a resolution for your benefit and for the members of the public who may be less familiar with the resolutions. essentially, a resolution is the document formalizing a decision made by the commission. whether that is approving a contract, changing the rules of order or honoring a department staff member for outstanding service. all resolutions will be accompanied by a staff report, giving you and the public a thumbnail sketch of that item and a presentation or other attachments may accompany it if the item is being heard individually on the regular agenda. or if it needs more explanation. as commissioners,
you can request briefing on items you find complex, sensitive or you want to know more ahead of a decision that you'll need to make. the department will also suggest briefings. for example, we'll schedule briefings ahead of your september 22nd meeting to discuss the contract delegation policy, which is -- i'm sure several members of the staff can say is not something that can just be explained in a five-minute presentation very easily, so our agenda will have a regular item -- it will have a regular item calendar and consent item calendar. regular items are heard and voted on individually while consent items are heard as a group and voted on with one vote. please note the consent items -- they tend to be routine matters or low
dollar contracts. consent items will also be published for public review and distributed to commissioners. one other important thing is that consent items may be heard as a regular item at the request of commissioners, staff, or the public. i suggest making -- if you as a commissioner want an item heard individually, please make that request a couple of days in advance so department staff can prepare a presentation. i'll touch on quorum. for our commission of sanitation and streets, quorum is a majority of seats on the commission, which is three and passage of items must receive at least three yes votes except for procedural matters. so, we always, in order to do business, we'll need at least three of you here and in order to pass anything, at least three people will have to be in favor of it.
our general order of hearing an item is the presentation, including any clarifying questions from commissioners followed by a motion. then, public comment, discussion and debate and final a vote on it. if we could turn to slide 4, please. as i mentioned earlier, commissioners receive the drafted rules of order suggested by staff in advance of this meeting and they were published for public review and a notice of intent was posted publicly, at least ten days in advance of this meeting, so this commission is able to consider the drafted rules of order having met those requirements. the commission will -- may discuss any amendments raised. i suggest we discuss any amendments and then make a single motion to adopt
all non-substantive changes, non-substantive amendments might include changes -- changing dates of terms of office so the chair or vice-chair or other minor procedural things. if there is a substantive amendment raised, those amendments -- their adoption can either be made at a later date or we can continue -- they can be made at a later date after we adopt the rules today or we can continue the adoption of the rules of order to a later date depending on how the commission wants to do this. okay! okay! and any substantive changes to these rules of order would require, again, public notice and we have ample time before the
september 22nd meeting to do so. substantive amendments might include adding or deleting a section to an article or changing the powers of the chair. always of course, in alignment with the city charter and administrative code and the laws of california and the constitution of the united states as well. i will take note of any non-substantive amendments for which there's a consensus to include in a single motion. i will take note of any substantive amendments for adoption at a later date as well. so, and i send -- i send this to the commission earlier this week and two amendments raised by staff and sent to commissioners in advance of this meeting, the first one is the amendment to article ii section iii, deleting july and replacing
it with december so the commission calendar of meeting is organized on a calendar year as opposed to currently it's organized on a fiscal year. most other commissions in the city do have their regular meeting calendar organized on a calendar year. the amendment for this would also require the insertion of language along the lines of the commission will adopt the initial regular calendar for september 2022 through june 2023 as it is on the agenda today and then the commission will then adopt a calendar of regular meeting dates for july 2023 through december 2023, this december 2022. afterwards, the regular calendar will be adopted for a 12-month calendar year.
this is -- this is a non-substantive amendment and can be made today on the face of the document. we can discuss this amendment and if there is consensus included in a single motion of non-substantive amendments. is there any discussion of this proposed amendment? just so you know, you can -- especially for the commissioner sitting behind me while i'm chairing, you can ask to be recognized and i'll see you on here, so that the folks in front of me don't get more attention than the folks behind me. so. .... hearing no comments, we can include this amendment in the full motion. it sounds like we have consensus, okay. >> i move to accept.
>> okay. we won't take a motion just yet. we'll talk about each potential amendment and then we'll take a single motion. thank you, commissioner. okay. so, we'll include that first amendment. the second amendment is -- would be to article ii, section i and this is a very similar one. deleting july and inserting either december or january as the month of annual officer elections. changing to either december or january would align this commission with most other commissions that are organized on a calendar year. the amendment would also insert one of two options for the initial terms. the first option being that the initial term of officers will conclude in
december 2022 or money lex of officers -- upon elections of 2020 and officers will be elected to serve a full 12-month term. so this option would be the shortened first term with an election at the end of this year. the other option that we can discuss is a longer initial term with the next election scheduled for december 2023, so the initial officers instead would have a roughly 15-month term. and the initial terms of commission of officers would end 2023 or money lexs -- and after this initial term, officers will serve a 12-month term. this is a non-substantive amendment and can be made today on the face of the document. we can discuss
this amendment and the options that are in it and if there's consensus included in a single motion of non-substantive amendments. is there any discussion of this proposed amendment? >> is this the discussion of the proposed amendment or -- >> commissioner mogannam? >> i'm sorry. is this the discussion of the amendment or a choice because i believe we have to make a decision here? >> so the choice would be and we have two choices. we could continue to have officers serve on a fiscal year calendar which would be doing nothing to the rules of order. if we amending the rules of order for the term of the chair, it would be either having the first chair and vice-chair serve a very short-term until december and then getting on to a normal
schedule or the second option or i guess, it would be the third option, it would be having those initial -- those first officers serve a longer term until december of next year. are there any preferences around this amendment? >> i have no problem with sync up with everyone else's calendar. it helps staff more than anyone and i don't have much of an opinion whether we want to do -- i think short-term is great to get everybody's feet wet and we'll continue regardless, so i would recommend going with the shorter term. >> okay. >> yeah. >> is there any other -- commissioner harrison? >> yes, i would agree with that shorter term. >> okay. any other discussion of
this proposed amendment? okay. hearing no opposition, we can add this second amendment with a shorter term for the first -- for the initial officers to serve through december 2022 and then we will hold an election at that time so that the next term of officers would be for a full 12-month period. okay, thank you. having gone through the two amendments suggested by staff, is -- are there any other amendments to these rules of order that the -- that commissioners would like to suggest? okay. seeing, for those listening along, i'm seeing a lot of shaking heads
saying no further amendments. do i hear a motion to adopt the sanitation and streets commission rules of order including amendments to the calendar year and to the term of service for officers? >> commissioner harrison some >> i would move to approve with the amendments. >> i'll second it. >> commissioner kwon seconded it. okay. having a motion on the table, we will now turn to public comment before talking a vote on it. before any further discussion and a vote. okay. thank you for that motion. we will now turn to public comment for these amended rules of order. members of the public who
wish to make three minutes of comment on this item no. three, the amended rules of order, if you are here with us physically in room 408, please line up against the wall furthest from the door. and if you are calling in from outside of the hearing room, please dial 415-655-0001. and the meeting number access code is 24867157568. followed by pound and pound again and in order to be recognized, please dial star 3 on your touch pad. and it appears that we do not have any members of the public present lining up who want to speak. sfgov tv, do we have any
members of the public who have called in and expressed interest in speaking? >> can you hear me now? >> you're now unmuted. you will have three minute to speak and i'll give you a 30-second warning at that time. thank you, caller. go ahead and begin your comments. >> okay. assuming you can hear me okay. it's david. i'm in another meeting but just wanted to take a moment and say if you've got a motion to adopt an amended set of the rules, that's fine. if there's anything else that needs to be updated, i'm
assuming we'll be back looking at the rule from time-to-time and if i see anything, i'm happy to share and i'm sorry i'm out with you right now but as soon as my other meeting wraps up, you'll have my full attention. i promise that. thanks for listening. >> thank you, caller. sfgov tv, if there are any other callers, please unmute them. okay. hearing no other, seeing there are no other members of the public interested in speaking on this topic, is there any debate on this motion to adopt the rules of order? amended rules of order, pardon me? okay.
hearing no debate, i will call the roll. please answer either yes or no. >> commissioner harrison? >> yes. >> harrison votes yes. commissioner hartwig-schulman? >> yes. >> commissioner hartwig-schulman votes yes. >> commissioner kwon? >> yes. >> commissioner kwon votes yes. commissioner mogannam? >> yes. >> commissioner mogannam votes yes. commissioner simi? >> yes. >> commissioner simi votes yes. with five votes in the affirmative, the resolution as amended is adopted. the rules of order will be published to the commission website and made available to the public as well as distributed to commissioners for their use on this commission. thank you very much. [gavel] we'll turn to item no. 4. the
election of sanitation and streets commission chair and vice-chair. if we can bring up the slide for this, please. okay. so, given our amendment to the rules of order, the term of the chair and vice-chair will begin after this vote and run through december 2022. for the chair, i have suggested remarks to system in leading the rest of the meeting, so you're not flying without control. the commission may elect the chair and the vice-chair in a single motion or can elect them individually. i'll take questions and then we can hear all nominations for both the chair and the vice-chair. are there any questions about this
election? okay. hearing none. do i hear a nomination for chair of the commission? commissioner harrison? >> i'll take the liberty of nominating ike kwon as chair. >> do i hear a second? oh! commissioner kwon and you can second yourself if you would like. >> well, i appreciate the nomination. i was going to nominate maryo mogannam for president or chair. >> to be clear, commissioner kwon, you are not accepting the nomination? >> i'll decline at this moment. >> okay. >> thank you. >> and making a separate nomination for maryo,
commissioner maryo mogannam. okay. and then it appears that commissioner harrison, did you want to respond to that? >> no, i'm sorry. >> okay. and then commissioner kwon, did you also have -- okay, you just took yourself off of there, but commissioner mogannam, do you have any response to this nomination? >> >> i will graciously accept. >> okay. [laughter] >> okay. thank you. are there any other nominations for chair or vice-chair? >> i was going to graciously second, i think. >> oh, thank you for the second. >> for commissioner mogannam.
>> okay. okay. thank you for that second. are there any nominations, any other nominations for either chair or vice-chair? >> uh yes, i have one and i was going to nominate thomas harrison for chair. >> i would decline. >> okay. okay. and then commissioner mogannam, do you have a nomination? >> i have a nomination of ike kwon as vice-chair, if you would graciously accept. >> am i permitted to -- >> yes, please, commissioner kwon. >> am i permitted to ask my fellow commissioners if i'm interested in vice-chair? >> certainly -- you certainly have the floor, yes. >> okay. if my other commissioners -- no.
>> i'm fine either way. >> would you like to be vice-chair? >> not really. [laughter] >> okay. then, i accept. >> okay, commissioner kwon accepts. is there a second to this nomination? >> i'll second that. >> harrison seconds. okay. are there any other nominations to either chair or vice-chair? okay. hearing none. we can take this either as a single vote for both the election of commissioner mogannam to chair and commissioner kwon to vice-chair or we can vote on them separately. is there any preference amongst this group. commissioner mogannam, your hand is up. >> i would make it that we make one single vote. >> one single vote. is there any
objection? okay. hearing no other nominations, we will now turn to public comment on this nomination of commissioner maryo mogannam as chair of this commission and commissioner ike kwon as vice-chair of this commission. members of the public who wish to make three minutes of comment on item 4, the nomination of commissioner chair and vice-chair, if you are present here in the hearing room, please line up against the wall furthest from the door. and if you are calling in, you can dial 415-655-0001. and meeting number access code is 24867157568. followed by pound and then pound again. and then press star three to raise your
hand to speak. okay. it appears we have one caller, sf gov tv. oh, looking in the room, we do not have any members of the public here with us today interested in speaking. and sf gov tv has let me know there's one caller who would like to speak. please unmute them. caller, you have three minutes to speak and i will give you a 30-second notice when your time is about to elapse. >> david, i assume you can hear me. i'm still stuck in my other thing but i'm supportive of the motion. anyone willing to serve, happy to have you. do a fine job. thanks for listening. >> thank you, caller. sf gov tv, do we have any others? they are
lesing me know there's no other callers -- they are letting me know there's no other callers. thank you to the public for speaking to this. that concludes any public comment. is there any debate on this motion to elect commissioner mogannam as chair and commissioner kwon as vice-chair? seeing no hands raised, i will call the roll on this nomination to elect maryo mogannam as the chair and ike kwon as the vice-chair of the sanitation and streets commission. please answer with a yes or no. commissioner harrison? >> yes. >> harrison votes yes. >> commissioner hartwig-schulman? >> yes. >> hartwig-schulman votes yes. commissioner kwon? >> yes. >> commissioner kwon votes yes. commissioner mogannam? >> yes. >> mogannam votes yes. commissioner simi?
>> yes. >> simi votes yes. with five votes in favor -- in the affirmative, this nomination succeeds. congratulations, commissioner mogannam -- chair mogannam. we'll take a moment to transfer you the gavel and provide our new chair with suggested remarks. [gavel] okay. [laughter] >> we'll just take one moment. >> other duties to the side. >> [indistinct chatter]
>> thank you, everyone. thank you for your confidence or -- thank you for your confidence and as chair, i'll strive for clarity and brevity and this is an inaugural commission for us so we can carve out things to make this city better and cleaner. with that being said, we'll move to item 5, secretary fuller, please read the item. >> item 5 is the adoption of the streets and sanitation commission regular calendar of meetings. the staff report resolution and attached calendar of regular meeting dates was distributed to the commission
and published for the public to review. meetings on this calendar can be rescheduled or cancelled and special meetings can be added with adequate notice to commissioners and the public. following the final study and learn meeting of this commission on thursday, september 22nd, regular meetings will normally be held on the third mondays of the month, with the exception of january, february and june when a national holiday fall on that day and meetings were scheduled to alternative monday dates. as -- i would like to note, as one of the newest commissions using city hall hearing room, availability was limited and i would like to thank the department staff and city hall building management for finding consensus meeting times for
these meetings and at times where the public would be able to participate as well. and also, wanting to note that the -- i believe in the staff report for the january and february meeting that those -- while they will -- for january meeting, it would be the budget hearing and the february meeting would be the budget vote, those meetings will also include regular items, so those are not exclusively budget meetings but a lot of the content will contain the budget. and i'm happy to take questions about this calendar or
suggestions. >> are there any questions? i do -- i make a motion to adopt the calendar of regular meetings of the streets and or sanitation and streets commission. >> i'll second that. >> okay. >> chair mogannam motions to adopt and commissioner harrison seconds. a motion to adopt the regular calendar of meetings for the sanitation and streets commission. we'll need to move
to public comment given the motion, so.... members of the public who wish to make three minutes of comment on item no. five, the adoption of the regular meeting calendar, if here in person in the hearing room, line up furthest from the door. if calling from outside of the hearing room, the number is 415-655-0001 and the meeting access number is 24867157568. followed by pound and then pound again. and then you'll need to press star three on your touch pad to raise your hand to speak. it appears there are no members of the public who have expressed interest in speaking here in person. sf gov tv, do we have
callers in the queue? there are no members of the public who have expressed interest in speaking in the teleconference queue either. so, that concludes public comment on this item. >> if i'm not mistaken, is there any debate on this motion? seeing none. hearing no further debate, secretary fuller, please call the roll on this motion. >> on the motion to adopt item 5, the calendar of regular meetings of the sanitation and streets commission, please answer with yes or no. commissioner harrison? >> yes. >> harrison votes yes.
>> commissioner hartwig-schulman? >> yes. >> hartwig-schulman votes yes. commissioner kwon? >> yes. >> pardon me, vice-chair kwon. chair mogannam? >> yes. >> commissioner simi? >> yes. >> okay. and just to note that commissioners kwon, mogannam and simi all voted in the affirmative. that brings us to five votes in the affirmative. >> the motion to receive. secretary fuller, please publish the calendar of the regular meetings of the commission website and [gavel] secretary fuller, please call the next item. >> item 6 is the adoption of findings under the state urgency legislation. consideration of action to
allow hybrid in-person meetings during the covid-19 emergency, adopt finding under california government code 54953(e) to allow remote meetings during covid-19 emergency, continue remote meetings for the next 30 days, and direct the commission secretary to schedule a similar resolution at a commission meeting within the next 30 days. this resolution was distributed to the commission and published for the public to review, adoption of it will allow hybrid meetings for the next 30 days and you'll need -- and assume the resolution will need to be adopted regularly at this commissions monthly meeting. i'm happy to take any questions about this resolution. >> are there any questions about the resolution to allow for our
hybrid meetings? yes, i have one. can this be under a regular consent calendar in the future? >> that's an excellent question. i think it has been brought up as -- i've heard that question previously. deputy city attorney taylor is with us. >> i can double check on that but i believe it has to be its own item. >> thank you. hearing no further questions, do i hear a motion to adopt -- >> oh, wait. >> oh, i'm so sorry. commissioner simi. >> a question for the city attorney, is there a possibility to adopt it for more than 30 days at a time. maybe 60 or 90? >> no, there's not. >> hearing no further questions, do i hear a motion to adopt the
resolution? >> so moved. >> seconded by commissioner harrison. given the motion -- yeah, given the motion, we'll hear public comment. secretary fuller, please open up the public comment. >> okay. and i apologize. i know commissioner harrison seconded it. who made the initial motion? >> i believe i did. >> chair mogannam, okay. >> that's the way i understood it. >> okay. commissioner kwon or vice-chair kwon? okay. commissioner mogannam made the motion and commissioner harrison seconded it the motion to adopt this resolution of findings. members of the public who wish to make three minutes of comment on item 6, the adoption of findings under state urgency legislation to allow hybrid
meetings, in person or the hearing room may line up -- line up furthest from the door or if you're calling in, you can dial 45-655-0001 and the access code is 24867157568 followed by pound and pound again and to raise your hand to speak, please press star 3. it appears there are no members of the public physically present who want to speak on this item. sf gov tv, do we have callers in the queue who expressed interest? there are -- i'm getting a message there are no callers in the queue. that concludes public comment on this item.
>> is there any further debate on this motion? hearing no further debate, secretary fuller, please call the roll on this motion. >> on the motion to adopt item 6, the adoption of findings under the state urgency legislation to allow hybrid meetings, please answer with yes or no. commissioner harrison? >> yes. >> harrison votes yes. commissioner hartwig-schulman? >> yes. >> hartwig-schulman votes yes. commissioner kwon? >> yes. >> commissioner, vice-chair kwon votes yes. chair mogannam? >> yes. >> chair mogannam votes yes. commissioner simi? >> yes. >> simi votes yes. there are five votes in the affirmative on this matter. >> the motion succeeds. secretary fuller, please publish the resolution on the commission website. [gavel] secretary
fuller, please call the next item. >> item 7 is the adoption of minutes from the july 28, 2022, meeting held concurrently with the public works commission. these minutes were distributed to the commission and were published for public review. i'm happy to take questions or hear corrections to the minutes. >> are there any questions about the minutes for corrections? >> no. >> hearing no further questions or corrections, do i hear a motion to adopt the minutes? >> i will move to adopt. >> harrison motions to adopt. >> second. >> harrison motions to adopt. hartwig-schulman motions to or seconds to adopt minutes from the july 28, 2022, sanitation
and streets meeting held concurrently with the public works commission. >> given the motion, we'll hear public comment. secretary fuller, please open up to public comment. >> thank you. members of the public who wish to make three minutes of comment on this item 7, the adoption of the minutes from the july 28th meeting may, if you're here in person, line up against the wall furthest from the door and if you're calling in, dial 415-655-0001. and the meeting access number is 24867157568. followed by pound and pound again and you would raise your hand by dialing star three on your touch pad. there are no members, no members of the public who are present today who have expressed interest on speaking on this item. sf gov
tv, do we have callers in the queue for this item? i'm getting a message that there are no callers on this item. so that concludes public comment on this item. >> are there any further debate or any debate? hearing no further debate, secretary fuller, please call the roll on the motion. >> on the motion to adopt item 7, the minutes from the july 28, 2022, meeting, please answer with yes or no. commissioner harrison? >> yes. >> harrison votes yes. commissioner hartwig-schulman? >> yes. >> hartwig-schulman votes yes. vice-chair kwon? >> yes. >> kwon votes yes. chair
mogannam? >> yes. >> mogannam votes yes. commissioner simi? >> yes. >> simi votes yes. there are five votes in the affirmative. >> the motion succeeds. secretary fuller, please publish the minutes to the commissions website. we will now move on to item no. 8. mr. fuller, please call item. >> okay. so members of the public may address the commission on topics that are within the subject matter of the commission but are not part of this agenda. comments specific to an item on the agenda may be heard when that item is considered. members of the public may address the commission for up to three minutes. general public comment may be continued to the end of the agenda if speakers exceed 15 minutes of general public comment. for item 8 for general public comment. members of the public who wish to make three minutes of general public comment may
line up against the wall furthest from the door if you're in the chambers. if you're calling in, dial 415-655-0001. the meeting number access code is 24867157568. followed by pound and pound again. and to raise your hand, please dial star three to speak. seeing no members of the public who are physically present to and expressed interest in speaking on this item, we'll turn to members of the public who are calling in. sf gov tv, do we have any callers for this item?
there are no callers who have expressed interest in speaking on this item. so, with no further speakers, public comment has concluded. >> that concludes general public comment. [gavel] secretary fuller, please call the next item. >> item 9 is the overview of sanitation and the -- the sanitation and streets department contract presented by alex burnes from the public works contracted administration. this is an informational item. >> good morning, commissioners. my name is alex burn and i'm the manager of the contract administration division at public works currently. i have ten years plus experience at
public work in contract works administration and currently we have a team of 7 professional contract analysts. some of our main duties including taking procurement ask contracts to life cycle to ensure they meet city requirements and i think the initial goal, i'm trying to get to is -- the presentation is a broad understanding of the laws that govern or procurement in contracting in the city of san francisco. there's additional meetings to be set up in the future. i know there's one scheduled already for september and as desired, there can be more personalized meetings as well. one-on-one for some of the complexities of the contracting and procurement rules in san francisco. so, just broadly, currently at public works, the legislation can govern from the creation of a new fire station or hospital down (indiscernible) that's needed by staff to complete
their work. so san francisco's is a charter city and it establishes its own charter and own code that governs, that has its own rules and regulations. so, today, i plan to go over some of the prevalent codes in the administrative code under the san francisco charter thacht includes chapter 6 which governs professional services and construction related to a public works and improvement project. chapter 21 which is the purchase of commodities and general services and professional services not related to a public work or improvement and chapter 21g which is governance of grants and just to clarify, grants the city gives out as opposed to grants the city would receive from the state, usually those grants would be issue
through chapter 6 procurement. so, currently, chapter 6 governs the renovation, alteration of a public work or improvement and any professional services which is (indiscernible) sanitation and architecture management agreement. most prevalent for sanitation and streets is a new chapter 6 amendment that would give sanitation and streets some authority when it comes to chapter 6. currently chapter 6 is only setup, the authority for chapter 6 is given to certain departments and push works is one of those -- public works is one of those departments and i know things can move fast but my understanding, there's still proposed amendments to chapter 6 to give sanitation streets specific authority, mostly related to tree work in the chapter 6 construction and professional service related to
the public works. so, i'm talking about chapter 6, there's various procurement methods outlined in the procurement codes and we'll go through a few. there's design big build where there's a design set that the department would issue publicly in advertisement allowing potential contractors to bid against that design. the price. it will be minimum qualifications and take the requirement and it would be a past sale and the contractor who submitted the lowest price would pass all the requirements that were outlined in our specification would win the job. design build where you would ask a contractor or a contractor and designer to team up and submit a proposal and design and build the project for the department.
construction manager, general contractor where we would employ the services of a general contractor earlier in the process to review the design with the department in the hopes of moving out issues later on. and i think emergency, is awe prevalent one. the most recent urgencies we have seen come through is rock slope slides where there's a specific set code regulation in chapter 6 on how to address emergencies, maybe with some of the rules and regulations not applying to those because of (indiscernible) we can get to those as quick as possible and serve the public in relation to safety and i think most commonly for the tree projects that there are currently working on a carve out for sanitation and streets, we use an as-needed pool of
contractors and we have multiple tree pools and in this process, we'll issue a request for qualification in which we'll qualify potential tree contractors and when a job comes up, we will issue a scope and a bid out to the qualified pool and take the lowest price between the already qualified pool of contractors. an example of one system recently, an issue to a pool was approved for line approving for sf mta for wire work and the tree that can come up for one of the as needed pools. >> we have a request it's hard to hear you, so maybe even using the other microphone would work better. >> i'll talk louder.
>> that might work too, thank you. >> beyond chapter 6, there's chapter 21. chapter 21 governs the professional services not related to public works, general services and commodity. so, examples in regard to xhomity and we'll get into how those are purchased in a later slide, but this can include door knobs and brooms and necessities of the department that it needs to complete its work. general services, commonly includes items such as security guard and janitorial services and professional services that are not related to a public works. it can include accountant and financial consultant and other services similar to that. just
to understand the city administrative structure. there are -- there's an office of contract administration that is underneath the mayor that oversees chapter 21 as a whole. there will be certain aspects of the work done by sanitation and streets that they have full authority over approving the contract. these include often times the commodity services that's listed. if public works knows that they need to have, let's say, a contract for painters on demand, they adopt the contract administration will work with public works on that scope and confirm all the necessary contracts were followed and create an overall contract, a version of an as-needed for paying services.
so, some within chapter 21, there were carve outs for sanitation and streets to approve the commission. some examples of those would include technology services that are not bought directly through the office of contract administrations already created tech marketplace pool. currently, we are going through such a process for a construction management and project management system to assist staff with moving projects and getting approvals through workloads. so finally on chapter 21, there's a charter amendment that allows, that delegated from the office of contract administration to the department, authority of small expedited items. these are commonly referred to as prop q,
so these would be for under $10,000 purchases. last year, public works issued $1,350 ever these for approximately 2 million. so these do tend to be, the math on that is around $1,500 a purchase. so, just to go through some examples looking at, that came up recently. sheet metal to replace the libraries downspout that was stolen. flooring for the second floor at city hall. carpet flooring. so, then subsection of chapter 21, which public works often uses is grant contracting. so, the administrative code for grant
contracting is new, prior to january 2022, the city did not have a set of rules and regulations for how to procure grant contract and now as of january 1, 2022, this 21g administrative code section is effective. essentially grants are for -- are funds awarded for a public purpose, so currently public works distributes close to $15 million annually in grants to nonprofit organizations. the largest of our public purpose programs is workforce development. an example of this is the pit stop program that you can see throughout the city and some currently working through some grants related to urban forestry
community grants and this would be engaging with the community and related to the urban forest in san francisco and finally, i just want to go through some of the social policies that public works and sanitation streets would need to comply with in the procurement of these projects. so, three of the most common ones is chapter 14b. this is the local buzz enterprise and nondiscrimination in contracts. local businesses are the backbone of san francisco's community and they contribute millions of dollars to the economy each year. so, often times on specific projects, we'll offer discount to local
[off mic] fire or your prime contractors to have local businesses as part of their overall project as subcontractors. chapter 12b which is [off mic] nondiscrimination in contracts. this is equal pay for equal work. 12f, this is a ban against discriminatory states. so, presently, san francisco will not enter into contract with a contractor who is headquartered in -- around 28 states and the reasons for which would include anti-lgbt laws, laws that
prohibit abortion and voter oppression laws. and so, that concludes my presentation. sorry. sorry about the mic but yeah. definitely take any questions and thank you for your patience. >> any questions from fellow commissioners? i'm so sorry. commissioner harrison? >> yeah. under the general services when you hire contractors or persons or whatever, do you take any consideration into giving as much of that work to in-house because i'm sure we have janitorial and landscaping services in the tree crews and that? >> yeah, i through most often, it's a two-step process. the
first step is we would authorize the work to the in-house staff since they have the capacity. they would take it on. secondly, when we go out with any general service contract, we notify the union for a period of 30 days and at which time they have the opportunity to, you know, protest or request to meet us with and discuss the possibility of contracting out that work. >> -- excellent! one other question much on the commodities, do you ever meet with the field staff on purchasing of tools? in many cases, particularly with the craft unions, they folks -- the new invasions is coming -- the innovation is coming out with different tools, so do you talk to them about that like a tool committee and sorts? >> most often, we take the representations have the staff that work in the shop for what tools should be included in the
scope when we go out for those commodity purchases, so i know there's at least discussion and dialogue about what is the best tool that they would like to be purchased so they can do their job most sufficiently. >> very good, thank you very much. >> recognizing commissioner kwon? >> thank you, so the chair. so, in the great ride along that we did last week and i think my fellow commissioners feel the same way, it was terrific, and just as a city resident, just to see the work being done and clean up on the trees and i saw someone sweep up an avalon shell and mattress. the confined spaces, they use the ravo, is that something you procure? they were talking about that earlier and later on in the day i was walking passed the civic center and i heard growling and
it was one of those things that do the spaces, so is that in your area to procure the narrow machines? >> yeah. it sounds like those are something procured by public works. >> okay, all right. no, i just want to cover procurement of equipment that's useful in tight spaces to support the super hard-working staff. they're awesome, thank you. >> commissioner mogannam? >> -- commissioner [off mic] >> my understanding is you're going to come back, i think in a month or so to do a bit more on the contracting process? >> right. i believe, we have to at least come back in september to -- >> great. i'm not going too deep
down rabbit hole for questions but it may be helpful for me and other commissions, and the next one you add the life cycle of a contract and -- there can be different pathways based on how big a contract it is, um, where it goes through gsa or if it's delegated to dpw, as you have mentioned, so it will be helpful to understand how different types of contracts move through the city's process and what that means in materials of how long it takes -- it means in terms of how long it takes for a contract. things like that would be helpful. >> yeah, definitely. >> thank you. >> and i just had one small general question and i believe on slide seven when you're talking about the smaller contracts, the one thousand three hundred some odd. was that specifically for streets and sanitation or after overview for
dpw in january? >> so, that is citywide. but looking at the purchases that public works has made in the past couple of years, the majority by far has -- it would go through streets and sanitation. >> okay, thank you. i know with the department is changing and who knows what's going to happen in november, it's nice when we get teased out and everything gets focused on streets and sanitations so it encourages us to stay in our lane as they say. thank you. >> any further questions from the commissioners? thank you. we'll now take public comment on this item. >> members of the public who wish to make three minutes of comment on item 9, the overview of street and sanitation department contracts and if those wanting to speak, line up furthest from the door and if calling in, please dial
415-655-0001. and the meeting number access code is 24867157568. followed by pound and pound again and to raise your hand to be recognized, dial star three. it appears that we have no members of the public with us in person in the chamber wishing to make comment on this. sf gov tv, do we have callers in the queue for this item? it appears that we do not have any callers interested in making comment on this item. that concludes public comment. >> are there any other questions from the commissioners? seeing
none. >> thank you. >> hearing no further discussion, secretary fuller, please call the next item. >> item 10 is the commission responsibilities under proposition b presented by rachel alonzo. the proposition b project director. this is also an inform informational item -- this is an informational item. >> >> hello. excellent. i know you can all hear me because i'm very proud but someone who is watching on sf gov tv, let me know they were having a hard time hearing before so that's why we bothered alex about the
microphone and he's gone because it was just so difficult. my name is rachel alonzo as secretary fuller mentioned, and i am the prop b project director in the city administrator's office for the past year, i've over seen the planning and implementation of prop b. after voters approved it in november 2020, the city administrators office was tasked with the implementation given its oversight authority over public works. public works was a part of the city administrator's offices or adm, their general services agency for gsa, so adm is gsa. the gsa umbrella, public works was a part of it. so prop b actually removed public works from the city administrator's office and you are playing the oversight role for the sanitation and trees department once it forms -- sanitation and streets once it forms
october 1st so that's why the city administrator's office is involved. to help set you up for success -- [mic is off] you hit the ground run and approximately 1/3 of my -- my time is dedicated to establishing you and the public works commission. so, we had a dedicated oversight and accountability working group and that group was charged with developing recommendations for how to best comply with your mandate. i'm here today to share those recommendations with you and as secretary fuller mentioned, this is just an information item. there's no official action for you to take today and just know you're free to modify this approach as you go, of course in consultation with director short and secretary fuller. so, my presentation has four parts. first is a reminder of the
commission mandate which were shared with you last month. second are the recommendations from the oversight and accountability working group for the prop b mandate specifically. so, the working group has been meeting every two weeks for approximately a year. members included subject matter experts from multiple city departments, we have alexander, the public works planning and performance manager. natasha who is now the head of the controller's city services audit group or csa, christine and mark, the mta and public policy commission secretary respectively and john from city attorney's government team. and then we were later joined by your dedicated city attorneys. taylor as well as austin yang, chris tom and nelson. the third part of my presentation is the program calendar which will give you a sense of when the department
plans to share both elective items with you and mandate. mandate really (indiscernible). and the fourth and final part of the presentation is related to the ballot measure going before voters this november which interestingly enough is also prop b. so, this slide is a summary of charter section 4.102 regarding the powers and duties that all commissions hold across the city. so, the highlights are you shall accept policies and -- set policies and goals and objectives and plans and programs and to do that, you can hold hearings and investigate the department's operation. you will approve the budget prior to being submitted to the mayor and you can appoint a commission secretary and forward names to the mayor for director appointment and fire said director. this slide summarizes
charter section 4.139c in the specific mandate of the sanitation and streets commission under our original prop b. so first, all of your mandates take effect in five weeks on saturday, october 1st. which is the date that you your full powers and duties and also the date that the staff department forms. second, you'll oversee staff performance including the evaluation of data. specifically data about street and sidewalk conditions. and the third items has two parts so you'll establish cleanliness for the public right-of-way and second, you're charged with setting bay lines for services staff administers. fourth, you have, you will have the power to approve contracts or to delegate said power to the department. the fifth, you are to perform an annual cost
analysis regard -- you shall review the filing of and i renamed the hiring and dell fashion report. i'll walk you through the mandate in more details. to comply with your performance and data evaluation mandate, the recommendation is that you should receive a presentation and report every month. those reports will rotate between three topics. one will be focused on the street environmental services group which is group that oversees street cleaning and as well as the central operations bureau. and then second will be focused on the bureau of urban forestry and the 3 will cover street and building repair. this means that you'll hear each performance
report four times per year. my recommendation is that you use this to start off with, see how it goes and then adjust the frequency either up or down once you're comfortable with the measures and the available data. maybe you'll want to hear from street cleaning more frequently for instance. so we have identified 22 measures for these reports. when we socialize the recommendations with the department, people actually identify 26 additional measures that they also want to report to you. it was very clear to me that the teams are very proud of their work and excited to share it with you. the performance team is working on the new request and will include them in the presentation and report pending data availability, so a lot of the data could be available in individual spreadsheets but it's the best practice for any robust program to rely oasis testimony mat i can data source. most is operations work and operations
division and staff, it's housed within a computerized management system. i bring that up now because you may hear that acronym in the future, stamina. how did we approve these measures and we wanted to be covered rather than cherry picking items and much of your focus is going to be on street cleaning, we decided to remy call time for all the bureaus for our quality purpose. again, if it feels like you need to see the street cleaning performance reports more frequently, the schedule can be revisited. the other major area of consideration was identifying measures that would help align with your role in setting policies and goals verses having more detailed information that's more appropriate for day-to-day operations or administration. now, i will walk you through the
2022 plus 26 measures. so, of course, the first slide is about tree clean and the department is planning presentations for you in the coming months so you can better understand this part of the operation in particular (indiscernible) if it doesn't quite make sense right now, all these details. i promise it will make more sense very soon. so, the main measure of street cleanliness, the department has been using is the street cleaning request that it receives through 311. for record, just in case anyone isn't sure, 311 is the citywide customer call center. it intakes routes request from the public. there's also apps and not just a call center. i'm sure many of you use that app. the other primary measure for street cleaning is the percent of request that's responded to within a specific timeframe. unfortunately, obviously this doesn't include proactive work initiated by the department and you will hear more about those two types of work later this
fall. addition measures include the count of service request related to trash cans. the number of curb miles mechanically swept and the tons ever debris collected and the controller's office has a san francisco resident survey regarding rankings and so that data isn't available frequently but as the new surveyor released, it will be shared with you because it's relevant to your mandate. future measures will include items related to the controller's office cleanliness assessment which is different than the survey and i'll talk more about it in a few slides. also the department's work with bag and tagging. bag and tag proactive work around clearing encampment and corridor work and special projects. another important part of the bureau of street environmental services which is also referred
to as sef is the graffiti unit. so graffiti work is distinguished between the property owner, so public property verses private property and you will track the volume of request and the response rates for both types of properties. so, this slide encompasses the central operations bureau. for now, these will be reported along with the scf measures that -- the goal of the work is similar and right now, we have one measure that is ready or two measures that are ready and the addition -- the others are under work. if october, you'll see data regarding the number of notices, citations, and outreach instances from the outreach and enforcement team which is also called the one team. you'll also hear about the overall number of service request that are handled by the radio room. the performance team is still
working to develop stable reports for the other item s this slide, the other elements of central operations. that includes the number of cleanup events, volunteer hours logged and tons of garbage collected at said event. a more internal focus part of sen ops fleet which is manages repairs and equipment across the entire department, not just said operations. so in discussions with staff about ways to improve their work and make them more efficient, a lot of people flagged how old the fleet is and how long it takes for things to be repaired. so, just a heads up. we're hoping that you can help champion this as a way to achieve cleaner streets and this came from staff in conversations with them. i want to make sure you were aware. last but certainly not least, the department also wants to share data with you regarding its pit stop program and apprenticeship
program. now, we move on to the second performance measure report which is for the bureau of urban forestry or (indiscernible) for short. buff oversees trees and landscape medians and does sidewalk work and has a permitting group. i'm sure buff does far more than and director short can speak about the rest of the things that buff does but it's the high level items. so the department is already ready to go with data on tree inspections, maintenance and planting. as well as cement projects and output such as the length of curb ramps constructed or the number of curb ramps constructed. not quite ready for buff are two other measures covering landscape sidewalk and output for medians and plants as
opposed to plants planting. so, this slide covers street repaur, we're on to the 3 report -- street repair and we're on the third report. until two months ago, this work was a part of the bureau of street and sewer repair or bssr. the sewer repair group was transferred to the puc, via the annual budget process and the department merged street repair with the bureau of building repair to form a new super bureau which i believe the acronym is dfbf or the bureau of building and street repair. there's a lot of data ready here. pothole request and response rate for said pothole request and many output items. four feet of patch pave and avoids (indiscernible) paved and other work completed. this group also helps with emergency response and special events.
measures on its wish list include the cost per block kafshed proactive pothole sales and something to represent the regular work that takes place out on the great highway related to span removal and output for special assignments to help out other fellow bureaus and other fellow agencies. this is second to last performance measure slide and it's about the building repair group which does a lot of work for other city agencies. both minor corrective fixes as well as larger scale construction projects. so, it's important for you to track the count of work request received over time by client and trade or shop. to help you understand the health of the organization, right. another key measure is the rate at which cost estimates requested by clients become actual funding projects, so that information is ready to go for
you and the department hopes to report additional work to you as well from traditional budget and schedule, very enthused. and the time it takes for work to begin on location or for the work to be scheduled, and how long people are waiting for the work and how are the clients responding to the work. finally, with the other bureaus, this group helps out with other parts of the agency. specifically related to street structures such as plazas, bridges, tunnels, and other things like tiny walls and stairs and lots of things. okay. so this slide is a catch-all for additional measures and the department has data ready regarding the loss workday rate and motor vehicle accidents and it is working on how to report results from the biannual city survey regarding the perception of sidewalk and
-- more broadly, the department is working to -- confirming key performance indicators for keyser advices as well as the relevant benchmark for kpi's. okay. i promise that we will get through the other man dates much faster than that one. so this mandate is a two-parter though. the first part, you are charged with establishing minimum standards of cleanliness for the public right-of-way and that's a very big task. we recommend lever anning the controller's office existing annual street and sidewalk survey process. that's what alluded to earlier, the second thing they do. it is -- it's shown at the bottom of this slide. the department would like to bring you further into
the fold of this survey regarding potential methodological changes to it. we want to piggyback to something being done because the working group saw it as insufficient to see the controller's office to run one process and for you to set standards divorce from that process or unabled to be measured without success without a survey effort which will cost more time and money. the other part of this charter mandate is about staff service baseline. so the oversight and accountability working group discuss a lot of ways to define a survey baseline and settled on breaking current service levels down for you in three different ways. the annual budget bureau, the fte or position count by bureau, as well as the list of services
provided by bureau. you would then track that over time. i could totally imagine you wanting something much more granular. specifying that (indiscernible) must provide service x in location y. i would consider that to fall on to the day-to-day operations and the administrative side of departments between the department. this is how we started high level and how we saw different ways of being this look at and why we made the recommendation we did. contracts, you just heard from alex about it a little bit. and over the next four to six weeks we're going to try and make contract machines out of you. as i think commissioner simi alluded to, this is a dense and complex topic and we're going to try and educate you and arm you
with all the information necessary so you feel both comfortable and confident approving contracts and delegating some approvals to the department. so, when the staff department formed on october 1st, it will not have the authority to approve its own contract awards or modifications because you have that authority. so, the public works commission assumes responsibility for contract approvals on september 1st although there are no operations, contracts or otherwise in the queue that would go to the public works commission at that time. so, through the end of august, the city administrator's office of contract administration akoca, i think alex talked about that, it's the mayor's designee. it's the role that filled since the 2021 corruption scandal. through
the month, it's oca and from september 1st to end of -- it's the public works commission and beginning october 1st, you take that staff related contract, the operations contract. so, you heard alex's presentation. i'm calling it intro to contracting and next month, you'll receive intermediate or advanced contracting. i think both, hopefully. you'll also receive the contract approval and delegation policy that deputy city attorney eric taylor is working to draft based on recommendations from the working group. i'm not going to go into detail today about the threshold recommendations, just know we looked at what other departments are doing and the airport and rec. and part, port, mta, and puc and the public health
department. what are they approving? what are they delegating to the department? and how many contracts do they approve on average each month? so based on that information, the working group delegation threshold recommendation, trying to balance competing priorities. we want your oversight to be meaningful and not da luted by too many items competing for your attention and we want you to talk about things not contract related and from the department's perspective, they're worried about the approval process and the idea of contracts being approved in batches rather than a rolling on going basis is scary. a reminder about all recommendations but especially this one is that the delegation policy can be modified at any time you like in the future if it seems you're seeing too many or too few contracts. so, we tailored the
recommendation based on average data but things change over time and the result may not end up matching our database simulation, so i think it's something, you know, you need to see how it goes and then revisit it with all of these things but especially this one. for the second to last mandate, proposition b modified appendix f of the charter. you saw a part of appendix f earlier. it's the charter section that governs the controller's office city services auditor and their cleanliness survey which they administer every year and i talked about it on a previous slide. csa has been assigned to a new annual analysis about cost and waste looking for inefficiencies in the two departments so both public works and staff. the public works commission doesn't have this mandate, when we look closer at
charter section f1.102c, which is shown on the slide for you here, it obviously pertains to both departments and the actual split itself introduced by prop b. so, con is going to look at overlapping functions systems supporting the sharing of information between the departments. the effectiveness of services provided and the procurement and appointment of personnel and ways to reduce resource waste. so con, the controller's office, sorry, have been discussing how to incorporate this into their annual work plan for the next year. the current plan is for them to present their proposal in the spring. they kept reminding me, they can't do anything until the department has existed for one year so (indiscernible) for this one. okay. so, your final dedicated prop b mandate is to review data about the department's positions
every year. in order to sync with budget timelines, we're recommendation this presentation be scheduled in the early spring after budget is submitted. so the mandate list seven specific things to report and through working groups wrangling, we eventually realized that the weight of the data and the way it's set up, these are not mutually excluded categories so rather than seeing one pie chart with seven different slices, you are going to see seven different pies and it's nine pies because in addition to the mandate category, the working group recommended that you receive data about the gender and racial makeup of the workforce. this mandate is pretty straightforward and there weren't overarching gun controls that the working group needed to establish its work. it's to exercise and data diving ask confirming which -- and confirming which fields would be used for which category and we
were in agreement for what it means for someone to be part time and seasonable and how to calculate the vacancy rates and other boring things. okay. so, that is it for that part of the presentation. so now we'll move on to the program calendar which is just a fancy way to tell you what we think you're going to hear and when. so, obviously, 2020 prop c mandate several reports and this is our plan for delivering the reports to you on a regular basis. and then 2022 prop b, i'm calling them old and new b, new b would remove the reports from the charter but it's a part of your work plan, so in other words, if new b passes in november, you can rely on this content. the plan can and should be replicated in the coming years with updates along the way as necessary based on your input and request for changes. it's a living document. and the commission secretary
will distribute an advanced calendar document to you. i believe monthly listing these items, any contract approvals that get scheduled and new items that pop up so you can keep track of the living document over time. so, next month, you will review the contract approval delegation policy. you'll receive an overview presentation on the entire operations division. you'll learn about the specific challenges to keeping streets clean as well as learn about the efforts to develop employee in the department through things like racial equity action plan, ex mroem eye survey and strategic plan and -- in october you'll meet regarding the department head hiring in closed session because the first of that month, you're in control. the first performance mandate report is scheduled for october
about street cleaning and central operations and then urban forestry is slate for november followed by street and building repair in december. and then that is the cadence for the rest of the fiscal year, presentations every month rotating between those three reports. to accompany the initial performance reports in this calendar year, we've also scheduled monthly bureau overview presentations for you. so next month you'll hear about the entire division which is becoming the staff's department and you'll hear more about each bureau before you hear their data. finally, given the intent focus on street cleaning, we have a series of one-time focus presentations for you to cover in addition to the street calming as challenges, to cover proactive work, routine maintenance and special events and i'm sure as you go, you will, additional things will be identified ask additional focus -- and additional focus presentations will be presented. so after that, in january and
february, you'll hold your mandatory budget hearing and a vote. the additional mandate of reports are shown on this slide, so in march, it's the hire and vacancy report and in april, it's the controller's office, again, presenting their proposed methodology for the cost and waste report. to tell you the truth, i'll be surprised if next summer the plan ends up looking like this since that feels so far away and it has been changing a lot but the topics that you'll need to cover then or at some point are conducting the director and secretary reviews in closed sessions, continuing to receive three performance measure reports on a rotating basis and discussing your own work and plans for your next year. now, we will move on to the final part of the presentation, which is the new b ballot measure and how it impacts your work and the rest
of the implementation. so you've seen this content before much it was included in city attorney's presentation last month but i figured it's worthwhile to refresh ourselves. if new b is approved in november, it will eliminate the staff's department effective january 1st and transfer the fast functions back to public works. but those commissions would continue to exist as is. you would hold hearings, do the data evaluation and performance measurement work and set policies about street cleaning while the public works commission would have the authority to remove the department director. this slide shows the planning and implementation work done to date for original b. i won't go into any details now but i'm happy to answer questions about items on this list later if you would like. as mentioned previously, last spring, we had -- we establish a governance structure to oversee this work. it included a steering committee ask three working groups and the
working groups were to over sight and accountability and the others were finance and sustainability and operation sufficiencies and we had numerous meetings with working groups and steering members and union members and we met deadlines for the two pieces of legislation identified connection points and improvement opportunities within ops and the budget was correlated and submitted. you and your website exist and a new it system was built for department staff and managers to review and approve items that will be coming before you. this is a slide of the charter requirement for the sas department. so the first bullet says that staff exist on october 1st which is three months after you formed. this date was set by the board of
supervisors in december and it cannot be revised. the board is not allowed to pass another motion to delay the formation of staff. second, naturally, staff will have its own director. third, the staff department is responsible for 8 specific duties, all of which are housed within the operations division at the public works department currently. the final bullet is the longest but basically it says that until the staff commission recommends names to the mayor and the mayor appoints one of the recommended people, the public works director shall serve as the acting sas director. for my final slide, i'll show you with the implementation work that was on track for october 1st, but which is now on pause. so i know some people think that the city wasn't ready to implement prop b, but it's not true. (indiscernible) towards the
october 1st date and deadline. so, this was developed in consultation with city attorney's office and the controller. realizing that the city only has so many people and staff hours to go around. we didn't want to spend a lot of time or money on back-end changes only to have to turn around and undo it all two months later which would be wasting more time and money. so, it's roller coaster to be changing but it feels like the most responsible thing to do. so if the ballot measure does not pass on november 8th, we will pick these things back up for implementation with something happening in november and other things happening in december much we're still working through the tiny details, so what exactly are we talking about? basically, it's all of the back-end work to prop up a department. the charter doesn't say anything about any of this. i'm going to walk through it quickly or run through it
quickly but i can answer any questions at the end of the presentation if you have any or do you want to know more about the topics so the thing i was most worried about was the financial component. it's a lot of work to move eight hundred positions and funding sources and (indiscernible) and recreate over one thousand active purchase orders so i'm grateful that the controller was willing to pause this work until we know the outcome of the election. the 311 call center workers will be briefed on the staff spinoff so they know how to take request but the back-end will label things as public works. the employee e-mails won't change yet. you got sf gov dot org e-mail addresses and that's the plan for the employee e-mails to the sf gov dot org domain but temporarily for now, they'll retain their sf gov organize domain. hiring for the staff
specific management position is on hold and so is the tentative improvement work to meet the office space ready for them. none of the re-branding work will go forward until the election results are known and neither will there be new staff, social media accounts established. the department planning and performance group will also not begin untangling the strategic plan until the voters have spoken. finally, the 207 code cleanup ordinance which has been submitted to the board of supervisors will not be scheduled for committee until after the election. and that concludes my presentation. i'm happy to answer any questions you might have. i don't know why you're laughing. >> thank you, rachel for that presentation and thank you for the clarity and brevity. i thought it was going to go much longer. >> it could have, but --
>> and i thank you for that. commissioner kwon? >> thank you to the chair. great presentation. thank you very much. i just have two questions. when you talked about the fleet, when you talked about delayed repair time, is that repair of the e ifrting older vehicles or -- existing older vehicles or replacement of new vehicles that require support? >> repair. >> repair. who repairs them? is there a separate repair yard or within the department. >> it's in the central department and known as central shop referred to as shop. so there's two types of shops which is confusing because the bureau of building repair has shops and then shops is also central shops which it refers to the equipment repair place. >> what is the challenge here? is it that -- obviously there's a bag log. is there not enough people and resources to repair them quickly or is it the process by which it's done?
>> i met with shops to find out more and they shared with me that they have a challenge filling positions. not because -- of course, city processes impact all city departments but they mentioned that, like, in the industry, automotive fixing, i don't know what exactly it's called, car mechanics, there's not as many people, there's not a great pipeline of workers. director -- direct -- director short, do you have anything to add. you know more about aging fleet and repairs. >> thank you. i do think one of the primary things we hear from central shops is that they are short staffed. they also have to prioritize safety, so they do the repairs for the fire department, the police department as well as other city agencies and so if the police have a couple of vehicles that
go down right when we have a critical repair that's needed, we're going to have to wait. we have worked with them particularly on our specialized equipment to try and line up contracts in advance -- in the event we might need the contracts to address the issues, so we have tried to facilitate that at times but it's a challenge when they have to prioritize -- understandably, public needs before our needs. >> okay, thank you. i have one other question and kind of a dumb question but when it comes to potholes, does that apply to sinkholes? does the department address those? or fill those? >> we'll do repairs but it's more like we'll place a plate over the sinkhole and public utilities commission is responsible and sinkholes are caused by a void due to a sewer
break or water break and so, in the past, we actually did do spot repairs for them. they've taken that function and so we will make it safe by, as i said, putting a plate over it but we don't do the repair of the sinkhole. >> okay, thank you. >> commissioner simi? >> thank you and thank you rachel for the incredibly detailed presentation. i had all sorts of questions, so i'm trying to organize them a little bit in my head and keep them brief. we talked about the -- let me start with two clarifying questions and one, so the -- just confirming that this whole hiring a director and commission secretary is on hold until prop b, the sequel is sort of decided? [laughter] because there's some other stuff earlier that implied that we're looking for one. >> right. that is my
understanding but you should discuss it in far greater detail in your october meeting in closed session to talk about it further. >> okay. and then -- great. also the contract approval powers that we have on 10.1 could go back to dpw commission on january 1st if prop b were to pass? >> that is correct. >> okay. >> i'll just offer that deputy city attorney taylor and i were actually talking yesterday a lot about the contract approval delegation policy for both departments and i think it is possible to have you, to have the -- for operations contracts, have it be delegated to you by the public works commission, we need to delegate operations contracts entirely to the department and the department
director could delegate to the staff commission so it's just an idea right now. it feels like the right thing to do if prop b, the sequel continues. >> okay. and you know, i was looking at the calendar you had and there's so many on performance measures and some other commissioners had questions and i have certainly, i think, thoughts and feelings about some of the performance measures which i don't want to get into now but i think i was looking for clarification for that and also for this sort of the minimum cleanliness standards for both of those, what the thinking was in terms of the commission sort of understanding them maybe in a little bit more detail, sort of reviews them, commenting on them potentially suggesting changes and omissions and additions and adopting them. was that at each quarterly meeting you had? i was lost on that.
>> there's no formal action scheduled for you to formally adopt and certify the performance measures but i think if that's something you felt strongly about as a commission and wanted to do, you could certainly take that on as an action item. but again, my recommendation would be to start out seeing what is available and then adjust maybe an early 2023 to modify and formally adopt if you want to, the list ever measures or frequency of reports. >> yeah. i was looking for the ability to sit with these a little bit more and have some opportunity to comment on them. >> yeah. this is just a high level overview, the first time you're hearing it, right. >> got it. >> my hope is it will be a conversation and conversation that you'll engage in over the next three to six to 12 months really, right. before you settle
on what feels right in the long run. >> okay. sorry, one more. the last one i had, i was looking at the calendar and it looks like you had this annual vacancy report, sort of queued up for march and i think that's a good time of year to be thinking about that but also -- it also seems like something that may be worth discussing previous -- before the budget submission goes in because i think when you're developing a budget, it's useful to know how many new positions have been filled, how many positions are filled? all those things are helpful when -- because you can keep budgeting new positions until the end of time but if you can't fill them, they don't have any impact so i think it would maybe -- maybe a request to do -- if it's not ready, i get it in the first year but some type of -- some look at that before we actually see the budget, i think it would be very helpful to us. >> yeah. that makes sense. and
seems reasonable. i think deputy director robertson could better speak to timing or availability but perhaps in the bureau presentations that you receive in fall, those include some preliminary stats about employee counts and vacancy rate so you have some of that preliminary information prior to the budget. and it's an additional option to have the hiring and vacancy report shared with you in the fall as well. and those are the two options that come to my mind. >> that would be nice. thank you. that's all. >> and i just and thank you again, rachel for the presentation and my question was, when you were talking about the fleet getting old and about the contract review, if we could get a snapshot of, you know, i don't know what's old and i don't have a reference point so if we can get benchmarks compared to other departments or
what's the shelf life of the vehicle, is it a five year or ten year. if you can give us information on where the vehicles are and how they compare to other vehicles figuratively speaking. >> yes. >> thank you. >> we did analysis from that with data from central shops earlier in the year and i have findings ready and i believe that will be a part of deputy director gordon street cleanliness challenges presentation which i believe is scheduled for next month. so yes, you'll learn more about it. you should learn more about it. >> thank you. >> can i just, one more thing, sorry. on that, you know, it has been a few years since i have been in this world but the, it might be helpful on context like fleet and equipment, provide just context in terms of how the city especially for general fund
-- funded agency and how the city allocates money for those things because it's not always within the department's purview. >> you are absolutely correct, commissioner simi and that's why you're commissioner. [laughter] and i think i'm going to request deputy director robertson include that. i see him hovering and maybe he would like to get up. >> i don't think we need a full response but discuss it. >> absolutely, thank you. >> good question. let's see. thank you and we'll take it to public comment on this item. >> members of the public who wish to make three minutes of comment on item 10, the commission responsibilities under proposition b, may line up against the wall furthest from the door if you're present in the chamber or if you're calling
in, dial 415-655-0001 and the meeting number access code is 24867157568 followed by pound and pound again and to raise your hand, dial -- or press star three. it appears we do not have any members of the public here in the chamber. and i'm seeing that we have at least one caller on the public comment line, sf gov tv, please unmute them. and caller, you have three minutes to speak. i'll give you a 30-second warning. >> great. david fill pell again and you have my attention. i don't have much to offer. that was a comprehensive report from
rachel alonzo. i looked at the slides before hand, it seemed incredibly detailed and well thought through on the metrics and the various implementation issues. anyone who thinks that setting up a department or commissions or putting off functions and dealing with all this is easy has had nothing to do with it ever before. this is complicated stuff. and not reinventing the wheel and not creating new standards that differ from how the controller city services auditor, all of that is incredibly thoughtful and i heard a couple of your questions and discussions just now. also, very helpful and as this continues to move forward, i think we're in very good hands with you as a commission and with staff the and with rachel.
that's all i have at this time. (indiscernible), thanks for listening. >> thank you, caller. and sf gov tv, do we have any other callers? there are no more callers. that concludes public comment on this item. >> are there any further questions from the commission on this presentation? thank you, ms. alonzo. before we go to the next item, commissioners okay with a short break? >> yes. i second that motion. [laughter] i don't know if that's a thing. >> five, ten? >> ten minutes, please. >> okay. this commission will recess for ten minutes
>> thank you, everyone. welcome back. hearing no further discussion, secretary fuller, please call the next item. >> item 11 is the sanitation and streets department budget overview present by devon, budget manager for the department of public works. this is an informational item. >> good afternoon, commissioners. it's great to be with you. i'm budget director of public works, devon mcculley. to begin, i would like to provide you with an overview of the focus areas and capital planning session. the budget development, this is the public worksy owe this includes forecasting revenues, and expenditures, budget and labor and nonlabor and interdepartmental costs. as
well as establishing mou's and work authorizations with city departments and next is the capital budget. this is the development and monitoring of the public works and sanitation and streets department alan you'll capital budget. we coordinate with city, our city colleagues in the city administrator's office and the capital planning committee in development of the ten-year capital plan. third is budget monitoring. so we review and analyze budgetary compliance. we provide a variety of analysis and reports to our program teams, that includes spending and revenue performance, we also provide financial information for various policy budget and legislative reports. last but certainly not least, we manage the departmental indirect cost recovery plan and in support of the administrative team and paid off functions and we'll go into more detail on the indirect cost plan and components of that later in the presentation. flex
is the budget snapshot by bureau and i do want to point out that on the left turn hand side, the first column, fiscal 21-22, that was budgeted in san francisco public works, of course. and in fiscal '23, the second column, approximately 25% of the bureau budgets is in public works and approximately 75% of the budget is in sanitation and streets, of course, that's due to the october 1st start date of sanitation and streets. so 1 is street environmental services. the fiscal '23 budget of 112.6 million represents a $10 million increase from fiscal '22. this increase is due to the $5.4 million street cleaning enhancement for cleaning citywide, a $2 million graffiti abatementen meansment, 1.1 million increase in fleet repair and fuel cost. $800,000 increase in community based organization grants. the grant increase is due to a $240,000
grant for citywide pressure washing, $250,000 for partnership with bart for three pit stop locations and $350,000 for the cost of doing business. i want to point out the partnership with bart is not new. we've been doing that for over five years and we're putting that in the annual budget so it's appearing now in the annual budget rather than going back to the board of supervisors during the year. next is urban forestry. the fiscal '23 budget of $51.2 million represents a 5.3 million increase from fiscal '22. this increase is due to labor cost, including a $1.2 million nighttime maintenance crew initiative which is new. about $300,000 for sell what street tree nursery position. and about half a million dollars for sunset boulevard support enhancement as well. in addition, there's about a half a million for tree maintenance contract and $1.1
many for equipment purchases. next is building repair.. the fiscal '23 budget of $26.1 million represents a half a million decline from fiscal '22. the decline is due to reduction in year over year funding for facilities maintenance. in about $50,000 of reduction in temp salaries. i do want to note the building repair and street repair merged. this merger will be reflected in the upcoming fiscal '24 budget. next is street repair. the fiscal '23 budget of $26 million represents about $100,000 increase from fiscal '22. this is largely due to offsetting actions. the bureau did reassign about 11 staff members related to sewer repair to the public works, public utilities commission, puc. but did receive an increase of $300,000 for great highway sand removal and about $600,000 for paving, pothole and pavement
crack filling equipment. next is the general administration budget. so during our last hearing in late july, you may remember public works bruce robertson stating that public works is the most complex budget citywide. this is primarily due to how the public works administration functions are funded. through the indirect cost recovery plan, the source of virtually all administrative cost are recovered through the overhead recoveries which is -- which in a budget and accounting perspective is a negative expenditure. this recovery offsets the budget expenditures which are the actual spending so due to the spend off and required shared admin services, part of the sanitation and streets expense will be recovered from public works via a work order. that work order recovery is treated as revenue. so unlike -- [mic is off]
sweep and the trashcan pressure washing. next is the facilities maintenance, about a half a million dollars, funding for facilities at the operations yard at 2323 cesar chavez [mic is off] next is equipment. $3.7 million or about 2% and this includes funding for replacement trucks, steamer trucks, aerial lift trucks, packer trucks and flusher trucks. next is capital projects, about $7.8 million and or 3.5%. this includes $2.4 million (indiscernible). [mic is off] $1.8 million for the hvac upgrades. prior to under recovers, it's
$1.8 million or about -- [mic is off] [no audio] >> interdepartmental includes those transfers preventions. nonpercent null materials and supplies, about $11.6 million or 5% for professional service contracts, system consulting and software license and other materials and supplies. programmatic projects, $21.9 million or 10%. including dedicated funding for [mic is off] and add back
appropriations. [audio difficulties] >> i want to highlight a couple of main -- we have two types of positions and we have operating positions and project funded positions for public works and sanitation and streets. the first column are operating positions and for sanitation, that is operating. there's salary and benefit dollars included in the budget. project funded positions do not have a salary infringe included in the budget. the dollar was supported by capital projects or funds in other locations where the positions were charged to. >> i apologize to interrupt, mr. mcculley. maybe you can come to the clerk's table. the other
budget which is negative salary and benefit dollars. limiting our taking away the ability to hire these positions and that's 39 fte worth of positions so total funded project positions about 803 positions are those that we have with the dollars to fund in our budget. we did receive new positions in the fiscal '23 budget. about 28 new pcs positions or permanent civic service positions and that represented the five commissioner positions, two new commissioner management and support positions and nine new positions for citywide cleaning, nine new positions for nighttime median maintenance and sunset boulevard support and one new position for selma and new two positions for the street, sanitation and streets director office. next slide, please. now i want the positions and
vacancies so as you can see, at the end of fiscal '22, at the end of june, we had an all-time high of 21.7% of our positions were vacant. as you can see pre-pandemic in 2019, we were at 10.9%. so i think the reason for this increase is really three fold. one, increase in separations because of circumstances facing public works over the last go and a half years. two, there were delays related to covid and testing requirements were delayed and interview requirements were delayed and third the city administrator staff who of course were, our hr team were also facing short time and vacancies of their own, ask all of that contributed to our increase in vacancies. i do want to point out that there is over $11 million included in our budget for attrition. this is concentrated in one particular bureau or doesn't apply to one
particular job class but these positions are while needed, we don't have the dollars to support hiring them in fiscal '23. so for corrective actions and public works has a new hr team coming onboard and we believe with the new hr team in-house, we'll be able to expedite that hiring process. next slide, please. major programs. so as mentioned, street cleaning, we have a new $4.8 million for the community corridor program which includes 100 staff dedicated to manually sweeping in the commercial corridor citywide. $14 million for the pit stop program. about $2 million for the graffiti abatement pilot program. $3.9 million for the enhanced in the tenderloin neighborhood and that was a new initiative. tree
maintenance and establishment, we have $22.3 million from the street tree maintenance. $2.4 million for street tree plant and establishment in our capital program. and again, another new initiative and enhancement this year, the $1.2 million for nighttime median maintenance. in the right-of-way, we have 1.4 million for pothole repairs, $700,000 for fence repairs and facilities maintenance. other projects, $3.5 million for one hundred curb ramps, repair and expansion and a $3.6 million grant for construction of the selma street tree nursy and that grant is coming from two agencies, caltrans as well as cal fire. next slide, please. now to the indirect cost plan components. and there's three main components of the indirect cost plan. paid time off, so all
city staff take paid time off. those in sis will take time off. this is all the 12 paid holidays, this is the vacation and all sick time. all of that needs to be recovered through the inter cost plan and overhead recovery rates. secondly, bureau overhead, so each bureau has its own smaller administration team management positions for sis and this is the superintendent of each bureau. materials ask supplies, copier, leases, other equipment and work orders such as the fuel and vehicle maintenance work order from central shops would be bureau overhead. third of course is the department overhead. so this is the department overhead for instance the director's office or the community affairs public communications and public affairs, all deputy directors, fleet and storeroom, the finance and accounting functions, other work orders for instance
workers' compensation, that's department overhead and that needs to be recovered through the overhead rates. next slide, please. this is a snapshot of the new department initiatives, so every year we of course, don't get everything we ask for but in this particular budget process, i think we did really really well and these new department initiatives and enhancements. so, we have got a cleaning expansion for $5.4 million that is funding to expand public works regular cleaning operations citywide. it includes nine new positions and it funds 55 new temporary positions. as mentioned the selma tree nursery, $300,000 and that supports a volunteer coordinator position. 1.2 for immediatance maintenance so staff will work through the nighttime hours and that is six new positions and the $2 million
for the graffiti abatement pilot. so this is a pilot to abate graffiti on private property. other add backs totaling $2.2 million. so $11.1 million of new department initiatives new to our fiscal '23 budget. with that, thank you for your time and i really look forward to working with each of you to build an even better sanitation and streets budget, thank you. >> thank you, mr. mcculley. i apologize. thank you, mr. mcculley. questions for commissioners? >> i'm sorry, i can't help myself. it's awkward being the only one asking questions. thank
you for the presentation, devon. just -- it looks like you've got 39 positions that you sort of have attrition savings basically, so is owe on does that work as an assumed vacancy rate for, like, you defund those positions because you're assuming it's like four to five percent, i think, off the top of my head, so it's -- you're kind of assuming at any given time that many positions are vacant. is that the thinking behind it? >> commissioner, that's a great question. yes, so in every year, there is going to be assumed level of staff vacancies and this will be due to delays in hiring or possible retirements or staff taking other city employment so there's an expected level of attrition that would be more typical, so that level of -- that attrition is to account for that. >> thank you. i was noticing
it's significantly lower than the actual vacancy rate and i think that's kind of interesting dynamic. i know, my employer is up at those levels too, and it's a struggle but it's worth noting, you're probably going to accrue vacancy savings over the course of the year, i'm projecting. >> they do a good job at re-priortizing their salary dollars so often times what the division will do is hire more temporary staff to onboard quickly so they don't expect to have a significant amount of salary savings overall. it's a manual cleaning operation and hands and boots on the ground that makes the difference so while it may take longer than optimal to hire full-time positions, we would like to of course, use those dollars to support staff, onboard temporary staff whenever possible.
>> thank you, everyone. we will now take public comment on this item. >> members of the public who wish to make three minutes of comment on item 10, pardon me, members of the public who wish to speak on item 11, the sanitation and streets department budget, pardon me, i got a little mixed up here, may line up against the wall furthest from the door if you're in the hearing room with us or if you're calling in, please dial 415-655-0001. and the meeting number access code is 24867157568. followed by pound and pound again. and to raise
your hand, dial star three on your touch pad. it appears we do not have any members of the public who are in the room wishing to make public comment. sf gov tv, do we have callers in the queue? and it appears they -- we have one caller. please unmute the caller and caller, you have three minutes to speak. i will give you a 30-second warning when your time is about to be up. >> great. david pillpell on the phone this time. hopefully you can hear me okay. a few thoughts on the budget, thank you for the presentation. as i look through the slides yesterday, although the numbers seem right, no issue with that. i did not see in the slide deck an org chart and i think it's helpful not to just to see the pie chart for the
sources and uses but also to see an org chart for how the bureaus come together in the proposed organization. i also didn't see in the bureau breakouts what i thought i saw last time that was called bureau support or central services or community program, whatever the thing was that includes the radio room and other things that kind of support the ddo generally, but aren't specifically under one of the operating bureaus, so a little clarification on that, i think would help. i guess i'm sort of evolving my thinking that regardless of the outcome of prop b that the yard will functionally be -- even if the yard is under dpw, that's really where the heart of the sas
operation would be and i'm struggling to think of what, if any, core dpw funks would still be at the yard or if the new dpw is really housed at that 49 south van ness period. so i'm just thinking about how this is kind of evolving in read estate and how the bureau team will continue to exist and have those kind of centralized support functions for all of the operating bureaus and just one other thought on vacant positions, although i think we all understand that there are more hiring challenges now, post-covid at the economy, et cetera, my sense is that there was an existing, i wouldn't say
a problem but that most people [timer] >> you have 30 seconds. >> thank you. that most people would not remain as a general laborer or truck driver for an entire 30-year career and i would expect turnover was higher in sas classification historically and so comparing kind of pre-covid turnover in those classifications verses now might be interesting as you look to vacancy reporting in the future. i hope that's helpful. thanks for listening. >> thank you, caller. looking at the queue, it does not appear we have any other callers. public comment is concluded for this item. >> [mic is off] any further questions for the commissioners in this presentation? we thank you devon mcculley for
your presentation, thank you. if there were still, okay.. . secretary fuller, how -- >> it's confusing here. >> sorry. >> so, if there's still -- okay. read it out loud -- >> i would -- so we did not have any other public commenters during general public comment who weren't able to speak so we don't have to do the final item and can, you can ask the second question, hearing no further discussion -- >> so if all public commenters were able to speak, hearing no other discussions, secretary fuller, do you have any other business on the calendar? >> all general public commenters were able to speak during item 8 and we have no further business on the item. >> hearing no objection. oh! commissioner harrison?
>> yeah. [mic is off] give me a few minutes here. i think all of us went on our tour and commissioner kim and i went on one and i'll tell you, i was truly impressed with the hotspot crew. i don't know how they do it day-in and day-out out. it's difficult. they treated, you will, the clients with the greatest of compassion and well-being. i just -- it was enlightening and a wonder of experience. not that the -- our clients, if you will, suffer any good will but they received it from the department of public works employees. britney
brandon, what a wonderful person. she is knowledgeable. she's got, like, you say, commissioner, work ethic. all of them do and it's amazing. just, i guess, it shouldn't be amazing because they are here and they do what they do and it's a wonderful thing. i never did see that sort of thing in my neighborhood or around san francisco. and so i needed to say something to them about this. our mention their names. it was how nice they treated people. this tour was a gamut of emotions where the next thing we saw was the pit-stop and that's great. i wish there was a way to find out if the numbers of human waste have gone down with these.
i understand some charge of it from our director here that in the areas where these porta potties are is -- has seen that waste go down, the numbers of complaints go down. that's very positive. thank you for that. the other was the bay view where, as i say, a gamut of emotions and it was illegal dumping and it's infuriating to see the massive amount of dumping that private contractors or homeowners doing remodeling or whatever just dump their stuff all over our property. they have no respect for our city or anyone else and who may live in those neighborhoods. the last operation was the yard. i just love those shops. [laughter] i mean, there's some very qualified people out there doing
great and wonderful work. one fellow said that during the covid, they went -- they had a place they went to and they build 90 replacement beds for people who were suffering an overflow from the hospitals. this is phenomenal work that the average person does not hear about and these folks are just great. you know, there was robert milton, fernando mendosa and edgar, i'm sorry, that's a different. i'm not following my own script here. chris and antonio and chris catera who i talked to and they are amazing people and we're lucky to have them and they're doing what they do, you know. i had to say this and complimenting them because they don't get enough recognition for some of the things they do and so, anyway.
thank you for the time. >> thank you, commissioner. vice-chair kwon? >> yeah, i really want to echo commissioner harrison's comments and thank you to the staff for the ride along and taing us to see it and as a resident i was amazed at how hard the crew works and how they got it done. i struggle and unless we can find people to be off the streets, streets will never persistently be clean but they keep coming back, the crews, and they get it done and the stuff they have to do is extremely hard work but it's really wrapped in compassion. they generally care. they have dialogue with folks on the street and you know, i think most residents in the city are saying, just tell me what i can do to help and you know, also representing an employer, it's hard, we always talk about how
hard it is to work and these folks come to work everyday and they work extremely hard so i was impressed and touched to see the humility and the work ethic that goes into caring for the city, so my appreciation to the teams doing this, thank you. >> i have one other item. i forgot to mention our host who i think were extraordinary people. very knowledgeable and that's daryl dilworth and he was our driver and he's a supervisor on the hotspot crew and rachel gordon, our policy communication person, i mean, she just, she knew where to go and show us things. one thing we saw is -- as an aside was the new nursery. we drove past and you could just see in, and what was going on there and i'm very interested in that. that's a good thing. anyway, so thank you again for your patience. >> thank you, commissioners. and
i would like to say too, i was inspired by the work and ethic and impression and i feel like dpw got shortchanged and the people on the floor and whoever is in charge of the social media once we get that roll, we need to be on the offensive and get the optics out there because there's a lot of good people doing good work and they are under appreciated and they are admired in the politics and drama that happens that doesn't involve them but this will encourage people to get their lift on the street so we can be proactive in our work. yes, i wouldn't mind doing it again. i subscribed to management by do going on my own so i'll do it on my own every once in a while, so yes thank you. >> thank you. >> also, mr. fuller, keeping us all together even when you had covid, so you were on all the
ride-alongs too but thank you for being with us. >> just to note, i tested negative by the time the tours started. >> got it. >> i personally apologize in advance for chair as the extra work i'm going to be giving you guiding me around by the nose until i figure it out. but with that being said, hearing no objection, i adjourn this meeting. we will meet again on thursday, september 22nd, 2022, at 10:00 a.m., i believe in this room again. >> that's correct. [gavel] meeting adjourned. thank you, everyone.
incredible for the city. for the citizens. for our visitors and the fire department and our public safety partners to come together today and to celebrate pride weekend. >> i came because this is my first, year of pride and i wanted to experience with my mom. i'm most excited for everything i will see. celebrities just surrounded by so many fun people. my besties. we'll have a great time. >> >> i'm most excited about the expression of freedom and things which have to be this way well is no other way to do it. everybody is wrong and we should all be like the pride people and proud to be who we are >> we are here to celebrate pride
>> san francisco pride. it is my first one experiencing the new atmosphere and learning. >> my first one, too. >> so close we could not pass it up. it is san francisco it is the biggest ones can you pass it up. [crowd noise] [music] [crowd noise] >> it means everything that we have a common goal a common operating picture and a common mission. it is great to be together and walk together and show that. [crowd noise] [sirens].
the message is the lbgtq community is reflect in the our police department in san francisco. it sends a message that there are members of the department the police department, sheriff's department, fire department that are just like the people that we encounter in san francisco. and i think it sends a message of hope the more we honor the lbgtq community now, the stronger we can be in standing up against those that don't want our representation. [crowd noise] [music] >> [speaking spanish] [speaking spanish].
um -- really just coming to show my support and love for the whole community out here. um, i'm really excited to be here today. >> i think i am most excited be such an arc mazing community come together. just the love and support i think that especially in san francisco, um, people bring together it is this such a deep feeling. and i'm excited feel that today. [crowd noise] [music] [music]
queer people and to stand together in a hard time like we affirm each other and support each other. >> same, ditto. >> [laughter]. [music] [crowd noise]. you love who you want to love >> happy pride. >> happy pride! >> go san francisco! happy pride! happy pride. >> happy frigin pride, everybody. [music] [music] happy pride!
>> my name is holly doudiet. h2 firefighter with the san franciscowired. what inspired me to be a firefighter was in 2008 i graduated college . the recession had happened so there weren't any jobs. i was having troublefinding a job. and i was kind of looking around . my dad was a firefighter and i thought what a great career he had. so i asked my dad, never thinking about it at first before. i said dad, what you think
about me being afirefighter and he goes yeah, thatwould be a good idea . i took some classes, i ended up loving it . i grew up and actually and i think it was a good fit for me because it's a physical job and it's enjoyable. you never know whatyou're going to get and it's a team effort . i first realized i was part of the lgbt+ community in sixth grade. i looked on the other side of the classroom and i sawthis girl i thought was really attractive and i thought i want to be her boyfriend . though my experiences in the city growing up in the city and countyof san francisco were always verypositive . i came out in high school . i actually ended up being prom king my senior year in high school and a lot of peoplewere very supportive . myparents were very supportive . they just let me do my thing and my dad knew of a lot of lesbian women in the fire
departmentthe time because he was a san francisco firefighter . for me it's very important to be part of a community and organization and an agency that supports my lgbtq status because if you're not yourself, how can you perform to the best of your abilities? you're always holding back in some way whether it's your personality or your abilities or your overall skills and with agency that supports me being a lesbian i can truly be myself. i can be happy. i can be social with other people. it makes me want to work as a team and we all work better together when we are happier and we can be ourselves. >>. [music]
and convergence of multi culture and the emergence of gay community, lgbtq, it was not even called that then. >> so like any good listening back then, i played softball and a friend on the team said, the fire department is recruiting women. i took the test in 88 and 89 i got hired. and i always say this, it was like a perfect career, it was like social work, i love that connecting and helping people aspect and physical. so i was like a social worker with an ax basically. and i just thought, this is like, this is it, i hit the jackpot.
part of my story is, i grew up across the street from a fire station and as a young girl, i use today love going in there and would go in there whenever my parents voted, they the old fashion voting machines. sxifs in awe of the place but i never saw anybody that looked anything like me. it was all men, it was all white men and so, i never knew that i could do that. this was in the 70s. and i worked in several different things and i was at the pride parade in 1991. >> and the chief of the department, she i did give her courtesy card to come in, i remember it to this day, june 30th. the hand and hand together and i was with a friend of mine and fire fighter named anita prattly came up to me and we
had a mutual friend and we didn't meet. and she came by the table and as soon as i looked at her, i said hi o to my friend, i could see she was super athletic. >> and she knew my friend and she said hey, do you want to be a fire fighter, here's an interest card, join us. >> there was something about her that could roll with the punches and also give a few punches. she would be great and i just knew it. i did give her the courtesy card. it was my greatest achievement. >> and it was something i saw myself, yeah, i love a good crisis. and i'm good in crisis and i'm good on thinking on my feet. and i'm you know, super fit and physical, maybe i can do this awesome. >> but just in terms of pride
in general, being able to go to pride and be who we are and be who i am, it's like the sense of digity and equality and inclusion. i was always incredibly proud to represent the community and to be doing service for the community, because that's what i love doing. >> coming to san francisco for me, was really key because i love the city. the city is so vibrant and diversity is really, it's one of its treasures. so being part of a department that represents diversity is huge and so important to me that we welcome everyone. and not just face value, truly to integrate to have diversity, have representation not just on the fire fighter level but all
levels in this department, all ranks up and down the chain of command. it's huge and it's, stepping in as a woman of color as part of the lgbtq community, means more than just myself, right. i represent more than just myself. but as a leader, other people in this department, other people in the community that are looking at me and seeing that there is space for them. and so that is really creating space for everyone. >> when i first joined the military, it was still under don't ask don't tell. i had to be super cautious about what i was doing. i was still figuring out what i was doing. i joined when i was 19, i knew i was part of the community i was not accepting yet. my first duty station was
officer guam and that's where i got to explore who i was. and being under the umbrella of don't ask don't tell, and having a friend being separated because he was gay. it was very rule. had you to make sure that you were following the rules you needed to do everything you need today do. i was fortunate to be there when don't ask don't tell was repealed. you find people who are making a big deal about it, the next day everybody went to work like nothing happened. we were accepted and nobody made a big deal about it. work performance was even better because you didn't have to hide something and worry about hiding. the transition from that world into this one is basically the exact same. i was able to just jump in and just you know, not even test the waters.
>> i grew up with firefighters, my uncle and cuss infor a volunteer department in canada. here it's quite different, bigger department, a lot of different people. you know, just working with san francisco i really enjoy having all the different personalities, background, experiences, i'm a pro lead rhyme now. i'm a year into my probation and i'm already finished. and i felt like everybody has brought me in and show me what they know. and regardless of my sexuality, my gender, my race, i was 28 when i decided to change my career and go any different direction. i'm 35 now just starting out in a whole different field. >> san francisco has a large population of lgbtq community
in general and our department is reflective on that. the one thing i love about the san francisco fire department, is we do look like the community we serve and we're making every strife to reflect that. so even in our out reach, recruitment efforts, we're trying to make sure that every single person including the lgbtq community has an opportunity to become a member of our department. soz a subpoena officer, it's important to make sure that i welcome my crew. that includes every single member that is on my apparatus, i feel we can do a better job. >> my dad was a football coach and he taught me to persevere and be committed and i'm showing that i'm doing that. i'm very proud to say that i get to start my career off as a fire fighter for the san
francisco fire department. and i'm proud to be who i am, proud to be all the colors that i represent, proud to be, you know, i love being a woman in the department and to feel comfortable with who i am and very secure and excited to come to work. >> you know, one thing my mom also en grained anything we set our heart to and anything we wanted to do, the only thing stopping us was us. it's my dream to be a fire department member and i'm here, being changed because of who i was and now being able to out and proud of who i am, it's, i feel it should mean something. >> it's important as a san francisco fire fighter, that we understand the community that we serve. it's important that our department is made up of different genders, different
ethnicities, different sexual orientations, because the community that we serve need to reflect the apparatus. >> i've seen, i've seen the evolution of this department, i've seen it change through the years. we're in a better place than we were many years ago. i think we continue to evolve. i'm really hopeful for this next generation of leaders who do smart, determined, lead with heart and i'm hopeful for our future for this department going forward. >> we're your department. we're here for you. we're you and that, and i really believe that san francisco really embodies that. i tell you, it was the greatest decision i ever made. i kept thinking, my gosh if i didn't play softball i wonder if i would have heard about it. it's funny you plan in life and gu to college and you plan your
next steps, but the most profound decision nz life, is how you meet people are random. i was meant to be i think and it was such a great fit being that social worker with the ax, that's it. >> so i see san francisco and san francisco leadership and government as a beacon for the entire country. because we are so up front about what we believe in, we're really up front about inclusivity and i know that, others look at us, many look to us. we've had other departments, contact us in terms of how do you, how do you do this? how do you create a diverse equitable and inclusive workforce? and so, but i would be lying if i said that we don't have any
problems in california or in san francisco or in the department. we are out liars, sure? are we doing our best again to address those things with implicit bias training? with changing the culture, our department has made huge huge leaps as has the city and i really feel like san francisco is part of the solution to moving forward in a better way. people are individuals, there are a lot of different types of people in this world and celebrating our differences is what pride is all about.
>> this is one place you can always count on to give you what you had before and remind you of what your san francisco history used to be. >> we hear that all the time, people bring their kids here and their grandparents brought them here and down the line. >> even though people move away, whenever they come back
to the city, they make it here. and they tell us that. >> you're going to get something made fresh, made by hand and made with quality products and something that's very, very good. ♪♪ >> the legacy bars and restaurants was something that was begun by san francisco simply to recognize and draw attention to the establishments. it really provides for san francisco's unique character. ♪♪ >> and that morphed into a request that we work with the city to develop a legacy business registration. >> i'm michael cirocco and the owner of an area bakery. ♪♪ the bakery started in 191. my grandfather came over from
italy and opened it up then. it is a small operation. it's not big. so everything is kind of quality that way. so i see every piece and cut every piece that comes in and out of that oven. >> i'm leslie cirocco-mitchell, a fourth generation baker here with my family. ♪♪ so we get up pretty early in the morning. i usually start baking around 5:00. and then you just start doing rounds of dough. loaves. >> my mom and sister basically handle the front and then i have my nephew james helps and then my two daughters and my wife come in and we actually do the baking. after that, my mom and my sister stay and sell the product, retail it. ♪♪ you know, i don't really think about it.
but then when i -- sometimes when i go places and i look and see places put up, oh this is our 50th anniversary and everything and we've been over 100 and that is when it kind of hits me. you know, that geez, we've been here a long time. [applause] ♪♪ >> a lot of people might ask why our legacy business is important. we all have our own stories to tell about our ancestry. our lineage and i'll use one example of tommy's joint. tommy's joint is a place that my husband went to as a child and he's a fourth generation san franciscan. it's a place we can still go to today with our children or grandchildren and share the stories of what was san francisco like back in the 1950s. >> i'm the general manager at
tommy's joint. people mostly recognize tommy's joint for its murals on the outside of the building. very bright blue. you drive down and see what it is. they know the building. tommy's is a san francisco hoffa, which is a german-style presenting food. we have five different carved meats and we carve it by hand at the station. you prefer it to be carved whether you like your brisket fatty or want it lean. you want your pastrami to be very lean. you can say i want that piece of corn beef and want it cut, you know, very thick and i want it with some sauerkraut. tell the guys how you want to prepare it and they will do it right in front of you. san francisco's a place that's
changing restaurants, except for tommy's joint. tommy's joint has been the same since it opened and that is important. san francisco in general that we don't lose a grip of what san francisco's came from. tommy's is a place that you'll always recognize whenever you lock in the door. you'll see the same staff, the same bartender and have the same meal and that is great. that's important. ♪♪ >> the service that san francisco heritage offers to the legacy businesses is to help them with that application process, to make sure that they really recognize about them what it is that makes them so special here in san francisco. ♪♪
so we'll help them with that application process if, in fact, the board of supervisors does recognize them as a legacy business, then that does entitle them to certain financial benefits from the city of san francisco. but i say really, more importantly, it really brings them public recognition that this is a business in san francisco that has history and that is unique to san francisco. >> it started in june of 1953. ♪♪ and we make everything from scratch. everything. we started a you -- we started a off with 12 flavors and mango fruits from the philippines and then started
trying them one by one and the family had a whole new clientele. the business really boomed after that. >> i think that the flavors we make reflect the diversity of san francisco. we were really surprised about the legacy project but we were thrilled to be a part of it. businesses come and go in the city. pretty tough for businesss to stay here because it is so expensive and there's so much competition. so for us who have been here all these years and still be popular and to be recognized by the city has been really a huge honor. >> we got a phone call from a woman who was 91 and she wanted to know if the mitchells still owned it and she was so happy that we were still involved, still the owners. she was our customer in 1953.
and she still comes in. but she was just making sure that we were still around and it just makes us feel, you know, very proud that we're carrying on our father's legacy. and that we mean so much to so many people. ♪♪ >> it provides a perspective. and i think if you only looked at it in the here and now, you're missing the context. for me, legacy businesses, legacy bars and restaurants are really about setting the context for how we come to be where we are today. >> i just think it's part of san francisco. people like to see familiar stuff. at least i know i do. >> in the 1950s, you could see a picture of tommy's joint and looks exactly the same. we haven't change add thing. >> i remember one lady saying, you know, i've been eating this ice cream since before i was born. and i thought, wow! we have, too.
♪♪ >> 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] sdwroo good morning
mayor london bride. supervisors and department of public health. thank you for joining us all. y victoria's house an arc dull residential community is supportive environment for clients that need assistance dealing with mental health and coping scythes. offer a process that delivers services, life skills and social programming supporting daily living, medication management, moles and housing. >> our all inclusive on site services provide a step down solution from arc cute setting for clients to be self sufficient in this beautiful city of san francisco. when they reenter the outer community or community can be a solution or client's forever home. i'm asked why we name today victoria's house. i met a client victoria transitioning at that time. she identified as a woman most
of her life and was unfortunately mistreated by the system. her decision maker did not understand and did not approve of her transsxigz not allow her care to continue. out dated community care licensing regulations housed her with a male roommate. when i lynched her story i learned how the system failed her, i said there will never be again a tragic situation and we will provide a community where everybody will be welcome and treated with dignity and respect. [applause] >> our team is proud to be providing residential care and supportive services in san francisco residents. we would like to thank mayor london breed for her leadership, thank you. [applause] as well as all the support she provide not only to our project but all of the new mental health services provided for resident in san francisco. also big thank you to governor
newsome for recognizing they need to help with mental illness and funding needed now jc my partner in this project. >> i'm sorry i would like it introduce john. then jc. good morning, thank you for being here. i like to i had a chance to reflect on our journey from the day we saw this property and tour to today with the beautiful facility. we would not be here today if the board did not pass the controls and legislation which protected board and care facilities. the protections made it difficult or impossible for developer to purchase board and care and change the use to something else. this legislation was introduced by supervisor mandelman who is here today and supervisor ronnin. mental health and homeless issues the top of their
priorities. without the protections, we would be standing next to 2 single family homes or market rate condos instead of 46 rehab beds for the vulnerable. we would not be here without mayor breed willing to tackle the big issues. the city's funding of mental health and homeless issues. you got a tough job. and the mir's office was helpful in getting this over the finish line. i spoke to the governor about 10 days ago talked about the 225 bed facility in san pablo in 2021 the 46 facility here and 150 bed facility in southern california. i thanked him for the care courts and the state pundz funding directored to the issues. however, for most of the efforts to be successful, we need more rehab beds like the ones we are
opening today in the continuum of care. these beds familiar general beds likely allow sf general and other acute settings to open beds to get more people off the streets and into care. and the [inaudible] we strife to provide would be an excellent stop for a person headed to but not yet ready for permanent spicht housing. this is where private/public partner ships with make a change we look forward to the continued work with the mayor's office and the state of california to make lives better. thank you. [applause]. >> thank you, john and beny. thank you mayor and supervisor mandelman. a bit of background we are excited provide the frisk beds. the 46 bed facility with service john and betty referred to. we acquire third degree property over 2 years ago in january of 2020 before the pandemic.
it was a neglected former boarding care vacant before we bought it. the likely aisle was condos or high end housing. we saw the potential to rehab in a high quality facility for san francisco's most vulnerable. the challenge was preserved the buildings historical vicktoryian quality and delivering a new facility inside. i want to thank our inhouse team and open scope and mark, danny who are here. our construction partners it u. and [inaudible] financial support as our lendser. they stepped up to support construction loan in the earth months in the pandemic when many banks had with drawn from the market. we have a license in hand and yesterday our final other certificate of occupancy.
thank you, everybody. [applause]. thank you we would like to welcome mayor london breed. [applause] >> there are a lot of folk who is know that i was born and raise in the san francisco and my grand mother raised me. i grew up in the house with my grand mother's daughter who are had a disability and constantly struggle when my grand mother developed dement why and someone needed to care for my aunt it was challenging dealing with the system. fortunately, for my aunt she had family. people this supported her because, trust me, had she not had us looking out for her she would be on the streets. not able to take care of herself. and in fact, what i appreciate most about the w this we are doing now is that
provides an opportunity for to yous support a community that may not have relatives or support to help a system with being able to live a productive life. i appreciate so many of the great organizations in san francisco i worked with over the years. but also we know it takes a village. when i became a member of the board of supervisors, we had a number of the individuals in our community. there was a gentlemen who i was very familiar with his family and than i watched their father decline significant low to the point where they struggled. and i tried assist them in getting a bit of conservership for their family member, it was a long process. a struggle. sadly t did in the help and unfortunately, their father passed away and died on the streets alone. them should in the happen in a place like san francisco.
i other than that there are a lot of people who believe in you know just people having the rights to decide what they want to do with their lives but this is complicated. there are people who can't necessarily, i will tell you from experience about my aunt, can't even decide how to pay her rent. and to figure out the basic things when she needs to buy. i would sends her to the store to pick up things, yes, then she would spends the money on things she was not supposed to. it was a constant struggle trying to take care of her. it is so much more complicated. when i became mayor, it was important to me that we look at mental health and start to talk about it like we do any other challenge. and we look at our portfolio and behavioral health beds. what will happen is someone in
the past before the street crisis response team someone get a 911 call. there was someone going in and out of traffic. taking the general and released walking around weapon no help or support and people wonder. what are we doing wrong. why are we not transitioning them to a place so they can live a product of lifelike everyone else. we added more besd. we reached 2, 200 beds in 2019 and made a commitment to add 400 more in our portfolio a 20% increase we identified the challenges and needs are and how we can provide these opportunity for people who are struggling. we appreciate so much partners like a & arc health service because we can't do this work alone. we need partner and need people
who will make this place a home. so that when someone who is may be provide service through our street crisis sponse team they ends up at general, they may end up at hummingbird but what is next. this is next. this gives stability. gives support to people who need support. and it helps to map out hat next stage s. is it programs like golden gate regional. like the art. is it programs that help them to sustain their lives with dignity sne i appreciate being here and in fact, this is one of the most beautiful behavioral health homes i have seen in san francisco. so, i know that the people here are going to appreciate that. and they will appreciate also not only where they live and how beautiful it is but that they are treated with respectful you know this they are able to
maintain their dignity so we can help get them to the next level this long with the other great things we are trying to do in san francisco, are going to be a game changer. again, we thank you for being here and thank a & a health services and the department of public health and behavioral health team for all the w they have done and will continue to do to make sure that we are not leaving people out on the street in crisis and giving them the care and support they need. thank you so much. [applause]. next we would like to welcome doctor colfax from department of public health, please. >> good morning and thank you, everybody i say when i was driving here and parkoth street i thought, well, not sure where the bodiesing is it looks like the realtors have an open house.
this is just a beautiful spot in an incredible environment. we know from the science that the requirement the physical environment in which people live during their journey of heeling really makes a difference. realliment to thank our partner who is helped spearhead this project. mayor breed thank you for your leadership and supervisor mandelman thank you for being here with us today. i wanted to thank a & arc health services. this was something differents for the health department to do this partnership really is promising for more working together with you and others on a private partnerships in the future. i thank the dth behavioral health team in the back. lewis, thank you for your leadership and work in this and our behavioral healing director comings is here today.
these new beds will increase our capacity to provide on going medical treatment for people throughout the city. and as the mayor mentioned, we are making progress in the commitment to adding 400 new beds. and with this newarkdition, we are 2 thirds of the way there. and in fact, we obviously, got delayed a bit bite pandemic but in 2021, we added 89 new beds alone. and we anticipate adding additionaling 90 new bedos line soon with 70 new bed this is month alone in august of 2022. great progress there this issan a model of care not only a way of figuring out how to get this done on the ground but [inaudible] and it it is this type of state of the art facility allows us to meet
people where they are and new way and addressing the challenges that so many people have on their journey to recovery. this is a part of the system that we are building the system of behavioral health care. from the acute needs of people to stabilizing them to the journey of independent living and having the resources available for people thshg is a chronic relapsing cannot resources available to meet people where they are treatment on demand and ensuring people get when they need when they need it and the appropriate level but it is also the appropriate environment. and this environment here today is so exciting for us to see 46 more beds. i'm thrilled. thank you again for having us here today. thank you for the partnership and with that i will turn it over to supervisor mandelman. thank you. [applause]
>> thank you, doctor colfax. and to all the folkos your team the department of public healing thank you for your work every day. thank you mir for your commitment getting folks indoors with behavioral health needs and addictions. she struggled with mental illness and electric therapy and every treatment known and never really stabilized she needed to be in place like this for this time. i fear that if she had been in san francisco in 2022, she might not have been in a place and have been out on the sidewalk. it is person for a lot of us. i know like once you have the conversations with people this is in the an unusual experience. and i then and there some folks involved with a & a have personal experience this drives them. and you know i think that it is
a critical need in san francisco's critical need today. you know the backgrounds we lost 500 board and care beds the last dvenlgdz 50 facilities the market has not been helping us. and the same time, we have tremendous human needs and really fundsamentally we need better responses on the street and appropriate for accomplices for people to land you know when we engage with them on the street. we want more of those to lead to coming off of the sidewalk and insdpoors can't do that without facilities like this. i'm optimist thick is a great morning i'm optimistic about san francisco and want to thank jc and john and betty for having the vision and for you know i love our nonprofit partners they are critical to us. we need all hand's on deck. having a player that is interested and figuring out whether they can move from the
elevator care space to this space and take care of the nonelderly adult who is need help is exciting and it was a joy to which tour the facility and a joy to help in the little legislative ways we can. i hope this works limp i hope you are down for doing more. thanks, everybody. [applause] sdwroo okay. 5, 4, 3, 2, 1! okay. 5, 4, 3, 2, 1! learned and expa it across the city. [♪♪] the tenderloin is home to families, immigrants, seniors,
merchants, workers, and the housed and unhoused who all deserve a thriving neighborhood to call home. the tenderloin emergency initiative was launched to improve safety, reduce crime, connect people to services, and increase investments in the neighborhood. >> the department of homelessness and supportive housing is responsible for providing resources to people living on the streets. we can do assessments on the streets to see what people are eligible for as far as permanent housing. we also link people with shelter that's available. it could be congregate shelter, the navigation center, the homeless outreach team links those people with those resources and the tenderloin needs that more than anywhere else in the city. >> they're staffing a variety of our street teams, our street crisis response team, our street overdose response team, and our newly launched wellness response team. we have received feedback from community members, from residents, community
organizations that we need an extra level and an extra level of impact and more impactful care to serve this community's needs and that's what the fire department and the community's paramedics are bringing today to this issue. >> the staff at san francisco community health center has really taken up the initiative of providing a community-based outreach for the neighborhood. so we're out there at this point monday through saturday letting residents know this is a service they can access really just describing the service, you know, the shower, the laundry, the food, all the different resources and referrals that can be made and really just providing the neighborhood with a face, this is something that we've seen work and something you can trust. >> together, city and community-based teams work daily to connect people to services,
>> happy pride. everyone. [applause] [crowd noise]. [music] >> amazing. incredible for the city. for the citizens. for our visitors and the fire department and our public safety partners to come together today and to celebrate pride weekend. >> i came because this is my first, year of pride and i wanted to experience with my mom. i'm most excited for everything i will see. celebrities just surrounded by so many fun people. my besties.
we'll have a great time. >> >> i'm most excited about the expression of freedom and things which have to be this way well is no other way to do it. everybody is wrong and we should all be like the pride people and proud to be who we are >> we are here to celebrate pride >> san francisco pride. it is my first one experiencing the new atmosphere and learning. >> my first one, too. >> so close we could not pass it up. it is san francisco it is the biggest ones can you pass it up. [crowd noise] [music]
it sends a message that there are members of the department the police department, sheriff's department, fire department that are just like the people that we encounter in san francisco. and i think it sends a message of hope the more we honor the lbgtq community now, the stronger we can be in standing up against those that don't want our representation. [crowd noise] [music] >> [speaking spanish] [speaking spanish]. [crowd noise] [music] [music]
[drums] [crowd noise] this is my first time at the san francisco pride even though i have been here a couple years, i felt like now was the time to go. um -- really just coming to show my support and love for the whole community out here. um, i'm really excited to be here today. >> i think i am most excited be such an arc mazing community come together. just the love and support i think that especially in san francisco, um, people bring together it is this such a deep
modifying requirement for in person meeting during the virus emergency. we will mote remote low. public comments available on each item. each allowed 2 minutes. comments or opportunity to speak calling 415-655-0001 and access id: 2497 531 8347 >> pounds and pounds again. when connected you will hear the discussion but muted and lynching mode only. when your item come up dial star 3, best practices to call from a quiet location, speak clearly and slowly and turn down your television or roof you may submit your public comment by mail. and tell be forward to the committee and included part of official files this meeting