Growth already assumed in a deficit. This is the Revenue Growth that helps us off set some of the other Cost Increases that you are not seeing, including g. P. H. Staff, you know, staffing Cost Increases thats man dated in m. O. U. S, salary infringe and other inflationary costs and then which gave us a target of of general fund reduction. What were doing with all the initiatives that we brought forward is a slightly lopsided balancing plan where were 28 million to the good in year one and 20 million until bad. If you look a fritz the twoyear perspective which we have done in previous years, were still overall to the good in terms of balancing but well be sort of looking at this sort of imbalance in the next week or two and well be hopefully bringing you something that is a little bit more a little bit more balanced in year two. Ok. Next up, we have an additional hearing where well complete our balancing plan and then will submit the budget to the mayor and controllers area on the 21st. The Mayors Office where hell submit a balanced review after that. Anyway, that is all i have. So, im happy to answer any questions you may have. Thank you, commissioners. Remind you today is just a discussion and on the february 20th is your vote. Any Public Comment . Ive not received any requests. Commissioner, were prepared to discuss this item and the presentation at this point. Questions from commissioner chung looks like [inaudible]. Ok. Let me start with looking at your last numbers, as you said, you had a 21 positive, 1 million for 1819 and then went the other route for the second year. In our Budget Planning well i should say in our Financial Planning meetings last month, we discussed the trends and the possibilities of our need to actually be prudent as we move forward. How does this match within the fiveyear or the projected change that we are anticipating in terms of overall city revenues . What were working on right now and what you will see at the next hearing is were looking at a couple things, were looking at onetime funds that we could use that are coming out of the current year or onetime reven revenues to budget in the twoyear timeline horizon that would allow us to prefund some activities, including expenses with the Electronic Health Records Initiative and that allows us to move more costs into that first year and smooth out the transition out to the second year. So i anticipate by that the time we get to the completed submission from the Mayors Office that we should be at a place to hit the general fund targets that we discussed in the commissions fiveyear Financial Planning session. Okay, commissioner, is there an impact on our budget in terms of the revised in terms what well do and will we receive any additional revenue based on that or not . The Biggest Issue in the proposed governors budget is that theres a proposal to end the 340b Pricing Program and that would have a negative impact on us so thats the biggest one that were watching. And other than that, there are some moving parts but nothing thats on that order of magnitude so thats the biggest one and its potential downside. Thank you. So while we wait for another question ill go to the affiliation and the issue, will we get clarification with its impact on our e. H. R. Program. Yeah, so the as you will recall from the prior budgets, when we put together the funding plan for the e. H. R. It was predicated on a number of things. There was the onetime sources that we programmed into it and there was general fund support from the city and there was a package of costsaving measures that we had programmed to offset the costs associated with the e. H. R. And one of those was the funding levels for the u. C. Affiliation agreement and because of the initiative that you have seen in front of you beginning in the year two which is additional unanticipated general fund dollars in the fiveyear Financial Plan and so let me before i get into that i want to clarify that there are two parts to it and of that 14 million, about 4 million was an anticipated in the mayors projection and the other 10 million was not and so it was partially in anticipatedd partially not. So theres the unexpected growth in costs that we need to cover within our budget submission to the Mayors Office so what were looking at is, again, similar to the answer to your question of how do we balance between the two years, is there a way that we could prefund an additional amount of the e. H. R. Costs with onetime dollars which would allow us to relieve some costs in the outyears of the program and could we reshuffle the dollars to essentially give us enough cushion that we can implement the program comfortably but have some cost relief in the out years . So thats the model that were looking at and youll see more on that in the next two weeks but where we are right now is that we think that we probably have the ability to make some of those changes as were getting costs analysis in as part of the Due Diligence on the continued Due Diligence and the planning on the e. H. R. Implementation. It does look like we could use more funding in the early years when were in the thick of the implementation and thats where the tightness is in our budget so if we can program some dollars earlier that will give us a little bit more room to maneuver while we go through that intensive implementation period. And then we will need less contingency in the project once we get stagized and we go to our operating phase. So thats kind of the model that were looking at to deal with that situation and well be presenting proposal to you on that at the next hearing. But it will make things tighter in the outyears and tell give us less room to work but i think that well be able to come up with something that allows us to manage the project. Okay. Under c1, is that the same medical Delivery System that the contracts and the finance committee took up today . Im sorry jenny wasnt in the earlier meeting. Yes, it is exactly. So the expenditure dollars that you see associated with that initiative are related to the types of contracts that we approved at finance committee today and the revenues are also. So there are expenditures for contracts and revenues from the billing that well be able to do under the drug medical waiver and theres an imbalance there but essentially what is happening is that when you look back we put together a budget for this as jenny said two years ago when we were kind of projecting forward and anticipating and now that we actually got the Program Ready to roll out we have done our r. F. P. S and negotiated some of those contracts which you saw were chewing up the budget to reflect what the Actual Expenditures and the revenues that we think that were going to achieve under the program are and thats the reason for the changes. So we still are getting a positive revenue impact overall from the program, but were tweaking it a little bit in the other direction based on the reality of the costs and the contracts. So, i see im going backwards here. In terms of the manner in which i and appreciate how youre now taking out the population, of those not aware in the past, the Central Office expenditured used to be in Population Health and that sort of distorted the whole question, right, of how much was actually spent. And i assume that the new acronym is added to our initial theories, about the let me ask you why primary care is separated and its good that it is probably because we might ask you whats in the Health Network services, but whats the rationale since the San Francisco Health Network services at least on an outpatient basis, i would assume, is within this 225 million and how do we distinguish that from the primary Care Services . Yeah, thats a great question. One of the things one of our purchases was as were looking at the conversion to this new Financial System we wanted to sort of set up the bones of the right structure and theres things that we didnt want to keep and theres some things that we wanted to keep. But we decided to phase in our conversion to this new structure over time just given the challenge of actually converting the expenditures and the data and the conversion itself was so complex and challenging. We didnt want to do major moves that we werent entirely sure of and because primary care was fine as it is, we said, lets just get the move done and then lets see also what the system is capable of doing in terms of its reporting abilities because there are enhancements from the former famous program. So what we want to do is to sort of set a Good Foundation but we also didnt want to completely reinvent the wheel until we got a better sense of the system. So i expect that well be looking at the structure and possibly making additional changes in the future. Because on the quarterlies, the primary is sort of separate right now from the two large hospitals and so are you going to be changing your quarterlies to sort of match this type of yes, we have yes. Commissioners, further questions or requests that you might want to see in the budget or further explanations that can come at the february 20th meeting . I have one. Which is actually fairly small. Because for years i have talked about the issue of tuberculosis and i know that its great that youre backfilling something that the government feds are taking away. Im still wondering and i would like to hear that the people who are doing the t. B. Surveillance feel that is there something that we we need to actually then even make a greater impact on what is probably our most longstanding chronic disease that is almost number one amongst major cities in the united states. I will we will engage with that section with our Health Officer and the Population Health division and review that. I mean, i do appreciate that were backfilling something already but i wanted to see if theres an opportunity to continue to try to impact that. Well review that, well review that. Thank you. Further questions at this point . I would invite the members of the commission that may then as you think about this to have some thoughts, certainly, we can contact the department either by way of mark or directly over to greg and to get those questions over there so that we can have them answered in our next hearing. Is that right . There are, therefore, no further questions and we proceed to our next item. Thank you very much. I did also want to commend the department for this continuation of how youre presenting the budget and though there were lesser numbers of initiatives i think that over the years has been really been clear so thats why you dont we dont have quite as many questions even about what the issue was that you were placing before us. And i think that really makes a difference and im going to really commend our finance department, all of you, for the work that you have put into it to make it so clear for us. Thank you. Thank you. Clerk item 9 the update focused on the Electronic Health records. Good evening, commissioners. I guess that i have a kind of a tall order to fill now since they did such a good job. Ill give it a shot. My name is bill kim for those that i have not met with yet and i am the chief Information Officer for the department of Public Health and im very happy to be up here and giving you an update. And we go forth and slide show. Technology is challenging for me. Health commission i. T. Update. I wanted to bring to your attention this is really an i. T. And e. H. R. Electronic Health Records system update because they are so integrated and dependent on each other. If you will allow me im going to actually go back in time about four years for those commissioners who have not been here and to focus on one slide before we get into the updates. So this is the agenda and today ill go over the strategic roadmap as presented in 2014 and ill also be presenting you with the roadmap on how it looks today as well as going over the Electronic Health records overall timeline and diving deeper into this and going over the project phases, the current project budget, and the e. H. R. Governance structure which allows us to stay on target and stay on budget in terms of timeline as well as the scope. As well as the accomplishments up to date and we really started this project about a month ago officially. And the next steps in risk and ill be more than happy to take any questions that you have. First of all, many of you may have already seen this. This health diagram was presented approximately four years ago after having spending about six months in dialogue with the Health Commission as well as the d. P. H. Leadership in terms of the addition and the future strategic roadmap of the organization. Based on that and understanding the weaknesses and the strength of d. P. H. I. T. And its ability to support the business i have come up with help of some of the consultants who have done work before i got here to put this together. So the right way to read this document for those commissioners who havent seen this is to look at it from bottom up. So if you look at it, one of the priorities was to actually put in a foundation of reliable and costeffective i. T. Infrastructure. For those who have not been here we were we did a lot of good things here but it was not in my opinion or in the opinion of the business adequate for the future state of e. H. R. The columns, the effective i. T. And the clinical, clinician training was identified as something that well have to put in place for us to effectively execute the new e. H. R. And to more importantly adopt it into the organization. And in the middle we have the green box, the yellow box, and the light blue box, the green box actually starts to fill in the content of the house, basically, the right blue print, the mean and the i. T. Delivery service model. As you know we have been very much engaged in doing that work as well as the Electronic Health record in the yellow box and what i call valueadded technology that ride on top of the e. Had remembe h. R. And the. And i want to note again that the e. H. R. Is an important part of our electronic ecosystem. It is the foundation of our ecosystem. However, towards the valueadded, for the business and the clinical and the nonclinical its important that we have the technologies to ride on top of that and for those in the finance and the committee we have that were not e. H. R. But they bring a lot of value to the business. And i want t wont go into a lof detail, but were trying to get to equity in access and longterm viability and excellence in health care and population and wellness management and as you can manage without innovation and seamless collaboration, the integrated care across is not really possible as an organization. And so three years ago we presented this and everybody said that looks fine and where are we today . 2018, this slide actually translates what we were saying that we would do four years ago into what we are executing today. So you can see that we have medical grade infrastructure as our foundation. And that is actually in play in the environment at General Hospital, zuikerberg General Hospital as their foundation technology. We are in the process of rolling that out across al, and in termf the customer service, we have made dramatic changes to the services that i. T. Provides and we have been collecting Customer Satisfaction score and i want to commend my team and the business for participating in surveys and all of the work theyve done and im happy to report that over the last many months that were averaging about 4. 7 out of 5, which is pretty phenomenal considering where we were four years ago. So were not there yet in terms of where we need to be to really adopt and to support our end user, but we are on the way and we believe that we will be able to meet the high standards that we are aspiring to achieve. Now in terms of clinical and dramatics we spend a significant amount of resources building that team and theyre working on the epic project today. And i have special thanks to albert and ranona for putting that together. One of the things that you will hear more is that were moving our Field Services and help desk to be more customer centered, that means theyll be working much more closely with the business and being clinical or nonclinical and working to support their needs as opposed to oops 20 years from today, fewer services and the help desk will be equipment centric and well ask to install the software and were looking at what is the true value that youre looking for as a customer. Thats what well be focusing on. The other part that you will see is that theres a lot of Due Diligence that is not in the green box and that actually has passed and we have done Due Diligence on what is the right e. H. R. For us and we have done a lot of focus on i. T. Service delivery model, not only for the organization but also for the i. T. And where we are today is at the yellow box. We are now working on kicking off our epic e. H. R. And more importantly we are in the process of kicking off all of the other things that you see here that i necessarily wont go through but you can see that we have Business Analytics and intelligence and device integration and to ensure that our patient record is the same patient and in complete order. And we are also working on electronic content management to go electronic and to take the paper and scan it in and digitize it and sort it and make it available because the paper as you know, if you have a thousand pages, where do you start . Electronically you see that its been sorted properly ca you can have access to it. On top of that were additionally working on unified communication to ride on top of our environment, alert management, analytics and help and Information Exchange to communicate with other organizations as well as multiagency care coordination systems that we are working with the other cities. We hope that all of this will bring the right information anytime, anywhere for all of our business, including clinicians and nonclinicians alike and our partners. And for the folks who didnt hear this before i thought that this would be a helpful frame of reference. Great. Lets talk about where we are overall timeline. As you can see on this slide we are here in the First Quarter of january as we have said that in the past where we will be. We have finished contracting with epic and it has been executed and they are now on the ground standing up the project team and they have a lot of things that i will share with you shortly that they have done and we are still and we continue to be on track to deliver the go live in mid 2019 as you can see on this timeline. Okay, this is for those who havent seen this, there are multiple bars because the yellow, gray and the blue bar actually shows you what we said that we were going to do, what we say that we think that were going to do and what we thought that we were going to do. Kind of give you a history of what we originally anticipated so you know that if we are slipping that you can see by the bars that if we are indeed slipping or maybe we are ahead. This is actually a more detailed not quite detailed but more detailed view of what the first phase getting to the first go live in 2019 will look like. Currently were in the groundwork phase. The groundwork phase is really about standing up all of the necessary team, hundreds of people, from all parties, myriads of vendors, including and the d. H. P. Teams to Work Together to set up the structure to have the right governance and make sure that were working in concert to get to the endgame. The direct insetting that you see there is really about viewing and assessing the offtheshelf epic Reference Model and then deciding as an organization what we will be able to accept or what we will not be able to accept in order to move forward in terms of our build. The adoption setting is actually a mixture of several things. One is the actual build and the implementation of the epic environment as well as course corrections and any changes that we need to make so we could actually adopt the product. And as you with see we have a lengthy phase because we will have over a hundred thirdparty systems that well be integrating and testing and those thirdparty systems as you may be aware are the things of what i call valueadded technology that adds value to epic or our e. H. R. And then we have a very aggressive, right before we go live training and go live. And the reason for that is very simple. You cant train people 12 months out because they will forget. The training will happen very, very quickly before it happens. And then, obviously, well have postlive optimization because despite the fact that we may think that we have the best product implemented we may want to optimize it for us. Okay. So heres another view, i wont necessarily go through every one of these line items but this is actually what dates, we have firm dates on when some of these things will start and end and this is reflective of the previous slide as well in terms of the phases. Current budget projection, i will not go into detail and if you ask questions ill be forced to ask mr. Wagner to come up here and to go over the details. But originally approximately mid last year we said that the original t. C. O. For 10 years is about 377 million. Currently we are tracking below that and mainly because we had a significant contingency and its good that we had a significant contingency because we realized that we had unknowns and those unknowns are the thirdparty valueadded Technology Like Business Analytics and like empi and data storage for electronic content management. Those contracts which originally we started with approximately 150 contracts are now down to approximately under 70 because we were able to compress some of them. And i know that some of you had concerns with so many contracts which takes many, many months how we could do it before epic go live. Im happy to report that one of the things that i am able to say is that, yes, it is a very big list for the legal team and the contracted team and the business, but we are on track to meet the timeline of having those ready by march and may. All right, so thats a lot of money, a lot of different activities. This is a highlevel governance structure to ensure that we stay on top financially, scopewise and timeline wise. You can see at the top that we have an e. H. R. Executive Oversight Committee that meets on a weekly basis and represented by the key Division Leaders and below that we have the Program Steering committee and the transformation executive team. Thats the Business Leadership, the c. E. O. S and the c. O. O. S, and the other leadership of the organization who are going to be who are very much involved and have been involved over the many, many months. This structure actually has largely been stood up and i will point out the ones that we are standing up now. So each executive Oversight Committee is up and running and the Program Steering committee is up and running, transformation executive team is up and running and meeting on a regular basis. And e. H. R. Program management office, that actually is now up and running and we just went up in early january and they actually will be tracking every single vendor and every single activity and every single dollar and ensuring that we are on track and we are on budget. And the next team, because there will be many decisions that we will have to make, actually of the council that is being stood up as we speak and they will basically provide guidance on what d. P. H. Will be would want this product to be. Now, obviously, if we took every decision up to the e. H. R. Executive team we probably wont have this product in place for another 10 years because were looking at hundreds and hundreds of decisions. So the philosophy end approach is to push down the decisions to the frontline as much as possible and then escalate up things that cannot be decided effectively. So with that in mind the team and the programs and the servicemind area teams which are represented by physicians and nurses and other Business Leaders and subject Matter Experts will be guiding the e. H. R. Program and the project team in the build itself. That is how we intend to accomplish this project in 18 months. I will quickly go over this,and these are the accomplishments. Phase zero which is the groundwork implementation began on january 2nd, shortly after we signed a contract. And the project Management Team contract has been signed and the team has been stood up. The thirdparty contract, again, that was one of our biggest risks if you recall from the December November time frame and that is trending green. I am very much involved in some of these contracts because they are very large contracts and sometimes they do get stuck but we are green. Approximately special thanks to h. R. And my associate c. I. O. And 70 internal candidates have been identified to fill the 56 projected positions for the c. H. R. If you recall a while back one of the big concerns is how we transition our existing employees so they dont get left behind. Were not going to leave anybody behind, okay, thats one of our main focus. They are going through the they have gone through assessments or are going through assessments and well be providing the training for those who we have concluded can actually succeed and want to succeed. The Administrative Program office has launched tools to track all changes in projects. Commissioners, one of the complexities of this is that most of you have seen project management plans in microsoft project or Something Like that, and imagine if you will that you have you overlay 150 dependencies which each of them are representative of a project. It is an extremely complex project because every one of those dependencies impact the epic go live so were tracking that and loading all of that into one place. Now epic epic has the e. H. R. Contracts signed and theyre very thrilled about that and they have project Leadership Team assigned to us and we have engaged them. Epic has hosted a kickoff meeting to go over their overview with our project leadership. They have delivered a project plan which we will be finalizing over the next few months. And they have also delivered their directionsetting schedule so we could start scheduling our people to meet and go over the direction setting. please stand by . But were going to make sure everybody is on the same page. Well be on boarding the employees that will be transfering to this effort. Groupwork and key organizational scoping questions are being answered right now. Preparation for direction setting, that is happening at this time. So we have a lot of work to get ready to build. But we have to have a lot of questions answered and we have to get everybody ready. So, we do have some risk. And the leadership is aware of this. So, i believe this is something that we could manage and what is a risk this is not a showstopper risk, but one other big risk is the upcoming direction setting session will require significant Time Commitment from subject Matter Expert across d. P. H. And that ad has been a consistent message to them so they can champion and support their subject Matter Experts to participate and the other one, which i believe we are also green and trending is the implementation of the team. And largely, unfortunately largely that depends on how much of our internal team can pass the assessment test from the bare minimum. Those are the two risks. Other than that, things are looking very hectic, but things are on schedule and on budget. Commissioner, ill take any questions you may have at this time. Thank you. That is a very comprehensive report over your promise the last four years and formally started last month. Commissioner, questions at this point . We will be receiving a regular report as this is a 370 million project or so 77 million, commission kerr. [laughter] right. Were happy that youre thinking it could be lower and well be tracking this along and this is just the beginning of the journey. But you are feeling confident that we are going to stay on track and as you say, begin in mid 2019 in using the having a functional e. H. R. Along with all the work you are doing to connect all the i. T. Commissioner chow, to answer that very honestly, yes, im very confident that well be able to meet our goals. Namely because we have a strong executive support as well as Leadership Support over at the divisions. Especially the c. N. O. S. But i want to do a special shoutout for winona and albert who and alice and rowman who has been really exceptional. Now having said all that good stuff, i want to make sure we understand this clearly. Epic is the foundation of the ecosystem. There will be many, many things that we could add on to make it better and more super. But that means the work still has to continue so our journey wont end here. This is just the start. But i think you are going to to be very please wased where well be in a few years. And commissioner, thank you for your leadership for incredibly competent leadership and hes changed for our i. T. Needs and particularly for our patient needs and our Electronic Health records. I want to thank him for that. Thank you. The biggest thing should go to barbara and greg and jenny for making the financing happen. [laughter] thank you. Theyll supply the resources and you will put it together. Thank you. Commissioners, any further questions . Anything you would like to see at the next presentation. Otherwise, were scheduling these, what, every quarter quarter. Quarterly, right. So, soon youll start seeing this timeline become more defined and the contracts committee already saw three contracts come through that began to fill out. For the implementation and supplementation of epic itself. Great. Thank you. Thank you again. Our next item, please. Sure. Other business, item 10. If you note on your contracts, the elections are on march 20. Other than that, we dont have any special meetings or events coming up anytime soon. Commissioners, any further business that you might like to bring up at this point that we should target or remember . Your calendar is before you. There is softness to some of the items but you can see that we have a fairly filled calendar. I encourage everybody to be sure that when mark is asking you for the days of absence because of the fact that we do have several commissioners that well, certainly dr. Pating is no longer here so were down to our six commissioners again. And several have other commitments that we know during the course of the months. So ill be sure that we have an appropriate quorum for each of our meetings, including the committee meetings. I do want to thank the commissioners for that. And once again, also the fact that our interim mayor felt that he wanted to stay the course and i appreciate the reappointment in order to have us continue to do that. I see that as our charge now is to continue the effectiveness of this department under our very esteemed leader. So, with that, i do ask you that also if you see other items on the calendar that perhaps weve left out or hasnt quite been addressed yet and are on a list of todos that you think should be arising, but it looks like mark has taken care of most of the special requests since theyre blank this time. I appreciate that. We are open and since it is no longer two officers but one, im pleased to work with mark to see that your requests are fulfilled. Thank you. We can proceed to the next item, then. Sure. Item 11 is the report back from the january 23, 2018 sfghj. C. C. Meeting and dr. Khou, i believe that you were going to give the update. Yeah. We received the agenda. Key on the reports was the true north score card and quality core measures. Which actually are now really fairly well defined. There are a number of areas that we can identify as improvement and there are areas that still need to be worked on but we follow that on a quarterly basis. So, that, along with our routine reports, might note that they also noted that were moving forward on the hiring of vacancy. There was Public Comment, i believe, the staffing. Was it raidology . Raidology. And we took that under advisement. Well continue to monitor that their concerns were properly responded to because it also appears that we do train a number of people who are on temp and then those welltrained people find other issues and its under arbitration. We took that as Public Comment and will monitor it. And i believe that was the commissioner sanchez, did you have any other items . No. Thats fine. Great. Thank you. We did our usual approval of the medical Staff Department which i think this time was just looking through here, just for the sake of completing this that we did review and approve their bylaws. I forgot actually which department we did review. Was it dental . Im looking through here. Sorry. I dont have it in front of me, dr. Chow. Just a minute. For the record, we should actually put that in. I can note it in the minutes if youd like, commissioner chow. Oh, oral emacilllary surgery. Thank you. Commissioner, the next item is a closed session so consideration of that closed session, there is no Public Comment request for that item. Ok. So, a motion to go into closed session. And a second. Second. All those in favour please say aye . Aye. And we shall now go into closed session. Thank you. Open session and the question is whether to disclose or not disclose the discussions in the closed session. Not to disclose what we discussed in the closed session. Second. And there is a second. All those in favour of not disclosing the discussions, say aye. Aye. All those opposed . We shall not disclose the discussions. Is there any further business . If not yes, commissioner sanchez. Yes. Id like to recommend that the commission close in memory of one of our great physicians at San Francisco General Hospital. Dr. Mitch grossmann who passed away. Last week. Dr. Grossmann was my first boss as a general in 6970 and was the associate dean and also the chair of pediatrics. And then from there, he went on to astounding efforts, but he always kept the focus on the kids and our trainees, our undergraduate med students and our residents and our junior faculty and we has a number of sons and daughters and a number of them are Health Providers and his wife was key in many of the unique projects. They develop key programmes for childhood prevention. He was also served as a number of numerous positions nationally, internationally and was really a symbol of what the heart and soul and passion is of San Francisco general commitment, duty and integrity. He really practiced what, in fact, he preached. And we lost a real exceptional, caring human physician. But he did leave a legacy of family and many, many providers and throughout not only general, but throughout the nation. Because of his leadership and commitment. Thank you. A motion to close in dr. Grossmanns memory. Yes, commissioner bernal. I think i speak for my fellow commissioners also in expressing grat tuesdayed to mayor farrell for his wisdom in reappointing dr. Chow and ensuring continued leadership on the commission. Lets enter that into into the record as well. [laughter] ok. Well enter that into the record and get back to talking and we realise that dr. Grossmann has been one of those pillars at San Francisco general. Thank you for your comments. Any further discussion was there a second to that . Yes. Second. Ok. Any discussion on that . All in favour of closing in memory of dr. Grossmann, please say aye. Aye. This meeting so a motion for adjournment is in order. And a second. Second. All those in favour please say aye. Aye. Ok. This meeting is now adjourned in memory of dr. Grossmann. [gavel] hello, welcome to public works tv. Im jordan. Im phillip. Im carl. Im jennifer. Im miguel. Today, were your host. Ill be sharing my. Favorite San Francisco spot. This weeks improvements continued along hay street. This whole initiative alleviates sidewalk congestion and allows surrenders like we always say, its nall the details. This week, were proud to receive an award for Employee Wellness initiatives. I love my bike. Its with me when im traveling between meetings, grabbing a bite to eat. Often times im busy at home, so being able to run a lunch errand is key. If heading south, valencia street is my route. It has undergone transformation. The bicycle doreenway is my greenway is my favorite. It allows me to take in the sights and sounds of the corridor. And has a traffic calming effect. Public works continues to collaborate with multiple agencies such as the planning department, Health Department to develop safer streets for all. Its a vision zero plan. As enthusiastic cyclists, improvements like these help me feel safer. If you keep riding to the end of the corridor, youll find the gateway. With the rainy season here, the gardens manage storm water. Landscape architects select species to handle the wet and dry seasons making it a beautiful sight to see. One of San Franciscos internationally known destinations, fishermens wharf. Its one of my favorite landscape projects in the city, because it demonstrates how Landscape Design transforms for the better. This is a Community Driven process. Local merchants and business owners. The district, planning and public works. In just the first phase of the fishermen wharf plan. The apparent improvements are jefferson street. It was reduced from four lanes to two and the sidewalk widened. Making the corridor safer and more inviting for people who walk and bike. Next time youre out here, youll notice there is more. Paving material, topography, visual organization. This includes improved intersections, pedestrian scale lighting, bike parking, public seating and more. The resulting design celebrates the history of the wharf and San Franciscos waterfront while creating a street scape for the walkable and bikeable city. The project is such a success that phase 2 is under way. Come and check it out. The park is bound by 18 street on the north, 20th street on the south. The loehr street on the east and Church Street on the west. Mission delores park is one of my favorite spots because it provides urban oasis in a densely packed neighborhood. Many neighbors consider this their backyard. Its a place for children of all ages, those with pets, those who want to play sports, hang with friends or lay in the sun. People from in and out of San Francisco come together to enjoy this green space. San francisco public works helped shape the final design of this project. The reimagined park is home to six tennis courts, a basketball court, a sports field, the helen diller playground. Two offleash dog areas, improved irrigation and public rest rooms and the lawns. If you havent already, come experience this park for yourself. Sunset boulevard starts at lake and ends at golden gate park. The boulevard is lined with tree canopies and is great for runners, walksers, cyclists and a scenic road for people who drive. Public works takes great pride in caring for this area. Katy tang who represents the sunset district wanted to make the boulevard more inviting and installed outdoor exercise equipment. Her goal, encourage the community to explore sunset boulevard and engage in healthy activities. As a resident of the outer sunset, the equipment allows me an easy opportunity to exercise outdoors and it really fun. As a runner, i have always appreciated San Franciscos nature and happy to have the advantage of working out even while waiting at spotlights, using the Outdoor Fitness equipment. Come try it out for yourself. Hey, didnt see you there, dont mind me, im at my favorite spot, lilac alley. I think of a city that is deeply rooted in culture. Its neil gorsuch lilac alley is a twoblock stretch in the mission district, containing murals that show case the talent of local artists. Whether its something silly, iconic, political or cultural, the alley is a feast for your eyes and can be used for the perfect spot for a selfie. Graffiti watch programs, Community Members can partner with public works to make sure the dynamic alley is in its best shape for neighbors and visitors. Growing up here in San Francisco, gave me the opportunity to explore many cool and unusual spots that only San Francisco has to offer. One of my favorite spots is the palace of fine arts in the marina district. This jewel was constructed in 1915 as part of the panama pacific. It was designed by architect may beck. After the exhibition, most of the buildings were torn down. But San Francisco loved the magical pal ace so much, they decided to keep it. Today, people come from all over the world to visit. With the rotunda and pond, it makes it an ideal location for weddings and events. I personally enjoy Walking Around the palace and taking in the beauty. Public works led a project completed in 2009 that included seismic upgrades, restoration of walkways and others to preserve the history of the palace of fine arts. If you havent already, come check it out. The slide has been a popular spot for generations of san franciscans. The park opened in 1979 and was developed by local artists, activists and employees. You can find the park tucked away on avenue in the heights. Its cared for by a group of volunteers. What makes this place so special, side by side, 40foot slides that can bring a smile to children and adults. As one of the kids who was lucky enough to have grown up in San Francisco, its been a very special place to me for a long time. Im sure once you ride the slide, youll know why. Its important to remember that these parks are maintained by neighbors. Their gems of San Francisco and we want thome keep shining them to keep shining. Ment so we hope you enjoyed exploring city the with us. Do you have a favorite public space . Share it with us in the comments below. Until next time, thank you for joining us on public works tv. I am public works. We are public works. The office of controllers Whistle Blower Program is how City Employees and recipient sound the alarm an fraud address wait in City Government charitable complaints results in investigation that improves the efficiency of City Government that. You can below the what if anything, by assess though the club Program Website arrest call 4147 or 311 and stating you wishing to file and complaint point Controllers Office the Charitable Program also accepts complaints by email or 0 folk you can file a complaint or provide Contact Information seen by whistle blower investigates some examples of issues to be recorded to the Whistle Blower Program face of misuse of City Government money equipment supplies or materials exposure activities by city clez deficiencies the quality and delivery of City Government Services Waste and inefficient government practices when you submit a complaint to the charitable online complaint form youll receive a unique tracking number that inturgz to detector or determine in investigators need Additional Information by law the City Employee that provide information to the Whistle Blower Program are protected and an employer may not retaliate against an employee that is a whistle blower any employee that retaliates against another that employee is subjected up to including submittal employees that retaliate will personal be liable please visit the sf ethics. 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