Transcripts For SFGTV Health Commission 12616 20161208

And housing to create, and to preview this and the five year, plan that you and his team have been working on and to give this committee, and our board, and about the draft plan, and further input in that plan, and i want to see the department, and creating and hopefully a new five year plan will guide us in that direction, and we would like to ask you at this point in time, our new director to come up and has a presentation for us and just by starting off and by saying, thank you, for taking on this task, and thank you for all of your hard work. And all of your partnership with the board of supervisors to date and what is to come. We appreciate the opportunity to talk about where we are at in terms of the Strategic Plan and before i begin, i want to remind the folks in our department, it is really only about 100 days old, and we are trying to build the airplane while we are flying it. And in addition to bringing together, staff from multiple departments, and having to hire a new Leadership Team and build out the infrastructure, and we also have been working on advancing building on the work that has been done in the city around homelessness and we have helped over 500 people since the department opened, and reunify with families through home ward bond and we have helped, almost, 600 people, access permanent, Supportive Housing and we have opened up a new Navigation Center and two more in the pipeline and we have got about, 5 new sites, either opened or in various stages of opening, and so, while we are doing this plan and trying to fill the new department, we are also continuing doing really great work, that we should all be proud of. A very rough draft and more of an explanation of the process that we are going through. And to give you some ideas about where we are at. In terms of this process, and i want to point out a few thinks, and this is really a tra strategic framework not a plan, and like the long term plans where you lock into a strategy, are not necessarily the best way to go, because things change, and really what we are trying to do is to develop a model that will allow us to use data. And projections and past performance to make the decisions about where we want to be investing our resources. And also, just want to say right now, when i started my job, we were hoping that we would be able to have this complete, within the 6 months, and we believe that we are going to need a few more months to actually complete it and i will talk about why and the process in the meantime. So briefly, we will talk through you, the where we are at in terms of the plan, and so the purpose of the plan as supervisor farrell pointed out is that we need to have a strategy addressing homelessness in San Francisco and having one department, creates a great opportunity to have one strategy that will be implemented by that department, and we need to provide the department a framework for starting it up, knowing what our priorities are and laying out some basic tasks around the building and the infrastructure that we need to advance our work around addressing homelessness. We want to see the system move towards a more data driven, coordinated system with a single data base, and managing the service and making it a much more client centered as opposed to a program, centered approach toward addressing the problem. And we really want to identify the measurable goals for the next five years. Where we are going to be very clear about what we are trying to achieve in real numbers or percentage and i will present where we are at on that. And then, also, i think for the long term, we are doing a gap analysis in the system, and saying that if we want to achieve goal x, this is how much or how many units of housing that we will need and how many more shelter that we will need and so that is both all of you as well as the public understand what it is going to take to actually solve this problem. And better understand what the trade offs are when we are not able to make those investments. That is the purpose of the plan. Just a little bit about the time line. This process really began in some ways in january. When the office of hope collect the data and began for the creation of the departments and july of 2016 we hired to lead the process and, other groups including home based. By the end of the Third Quarter to have the report published and so i want to talk to you a bit about the process that we have gone through so far. There are 16 focus groups and, 14 were open and we are working to do the more focus groups and specifically around the hot team. We have done over 600 surveys of the people who are homeless and have had five formal feedback sessions with both our staff and with the Provider Community and with advocates as well as with Community Members neighborhood groups and Business Associations and etc. And we have done over 40 presentations to nonprofit groups to businesses, as well as to the neighborhood groups. Very proud of the work that my staff has done to gather input. We also have done a tremendous amount of data analysis, as i mentioned before, there are 13 different data bases that tcity use and we have had to go through each one of tho s and they dont talk to each other very easily, to try to understand and to be able to build a model that will allow us to predict what our resource needs are. And we have done a lot of work reviewing the local and federal and state reports on homelessness and exploring best practice and communities. And we met with our partnered departments and dph, and the public works and hsa and many other departments to hear from them on what their priorities were. And also, have been working with our consultant to examine, the passed successes, and work that has been done in the past to build off of the successful build off of his successes and i think that the first thing that we have done, or the result of all of this, work, was to build a map of the Current Services system we are trying to break it down into adult, and family, and unaccompanied youth. And to build a map to understand the Services System so the first step was to understand where we are at. And this is a map of the current adult Services System as you can see, it is very hard to understand and the people who are homeless, have to deal with, and coming through the multiple doors in open to get the services and the pathway to exiting the homelessness and being very, very unclear. And behind this map is also just a list of all of the interventions available, in the city, so we have a pretty good understanding at this point of what resources that we have available to us. Once we completed that information gathering process, just to layout, the direction that we have heard it loud and clear is the coordinated entry system not only is this required by hud it is also, in almost every group that we have spoken to, something that is seen as very important. And let me just sort of rather than try to explain what that is, to tell a story, about what its like to try to Access Services right now. So for everybody who is homeless, you know they go to a shelter and they can get there through a variety of sources and the 311, and the hot team to get to the shelter and they will talk to a case manager there and that case manager really has no history available to them. To know what other shelters that person has been in and what other programs, and other nonprofits they are working with. And that person is often helped by a case manager. To get on to the waiting lists for the variety of the housing and they go and they get on the waiting lists and will get assessed or interviewed and asked a bunch of questions and asked the same questions, over and over and over, and over, again. And sometimes, getting what they need, frankly sometimes, getting more than what they actually need is the most often getting much less, than what they need. And so, right now, we have no way to make sure that people who are the longest term homeless and who are the sickest are going to get access to our very limited resources. And we are coordinated entry does it creates a single data system, and folks can access this system and many different ways, and we will talk about that in just a bit. And then, they will be assessed all of the same and they will only have to be assessed once and that information will be shared across allpro vieders who they interact with and they will tra being that person through the system and know about their successes or the lack of success and to be able to adjust and try to address each person as best as we can. And match them with the right resource. And we are trying to create a system that is client focused and provides the Seamless Service any obstacles that you can see. I cannot emphasize how big of a change this is. The city will be making referrals to most services and that is a major change in how folks do businesses and i think that most of the nonprofit partner and everybody in the community that we have spoken to, are very supportive of this. And i think that it is going to be hard for the folks to be able to wither asking the people to change the data system and Many Organizations have invested in a lot of time and energy and tears and sweat. And money into their data system and we are going to be asking them to use a new one, and we are going to be asking them to change the way they accept referrals. I think that over all a lot of folks are supportive and we are asking a lot of folks and we but, so far, so far no reist ans and so one of the things that the folks know and i am not ready to make a formal announcement, but some private have invested money and made the money available and so when they are struggling with a data system and the provider of the system who we are close to signing a contract with, we have the extra money to help the nonprofit, and so we want to find as many ways as we can and any part of this is also, going to be getting input from line staff workers to make sure that the system works, but also i want to say, you know, there will be some unhappiness, and i also want to say that when we selected the data system for example, we spent a day of bringing in the users of that system and did a User Experience test and we have the actual, test and, test the five systems and we will say that we selected the one where for a variety of reasons, but one of the great things about this was it was the only system that we were testing that every case manager was able to complete every task given to them and so we feel like we are trying to listen to the community and we are going to also, you know, probably meet some resistance and get passed that. Change is never easy, and obviously the status quo is no the where we want to move forward. And i appreciate your efforts and the state that we are still, talking about the systems where computers talk to each other is crazy. And so thank you for doing that. I would say when the people talk about San Francisco has been on the cutting edge, we pioneered housing, and first, lgbtq shelter in the country, and most of the other countries come here to learn about what we do, the one area, where we have a lot to learn is around this particular issue around coordinating all of these great services. One of the reasons we selected corporation is the principal working on this was able to implement a system like this m houston and it led to a 35 percent reduction in chronic homelessness in a short period of time. And so where, and we all staff have learned a lot and the community has learned a lot, and you know, we have a lot to teach but in this case we have a lot to learn and i am excited about the progress that we are making on this. So some of the other things that are critical to what we do, i think are again, creating very targeted goals for each subpop you la igs and not trying to look at the Homeless Population as one number or even one group but look at each person. And to provide them with unconditional support and achieve the goals of exiting homelessness and to make sure that the interventions match the populations, what works for families does no the work for single adult or for youth and but setting the clear goals, so that we can right size the interventions for each of those populations and i think that we need to invest more money to think about deversion programs and helping people not become homeless, if they become homeless and help them quickly and not get into the system and smf the things that i am thinking of is helping to prevent addictions from the current affordable and Supportive Housing stock. Working with the criminal Justice System and the Public Health system to slow down the number of people who are leaving those systems homeless. And you know shgs and i think that continuing providing as high quality of service that we can that is very client focused that is compassionate, and using some of the principals that the city has used for a long time. We have no interest in changing, but just enhancing things like the Housing First model and the harm reduction, and the trauma informed care. And i think that some of the other things that we are focusing on obviously coordinating from one department is critical, but also, partnering with other organizations, the department of Public Health, and public works, and they each have a role to play in this and we need to continue working with them. And they all have their own challenges, and that i know that they are working on addressing but to figure out how we can work together, to address things like and require a lot of work, and another important thing that is listening and responding to all stake holders and need to translate what that means is that right now, a lot of Community Members sorry, we already, spoke about the coordinated entry and so i am just going to skip over that and i want to get to sort of the real kind of meat of what we are trying to accomplish here. With the model. And again, what we are trying to do and a lot of this is being driven by a model which is built out on a pretty complex spread sheet that allows us to plug in data. Around past performance of various interventions like how or where the people exit after they leave the shelter and what happens to the people in Supportive Housing and help the demand for services and so kind of the inflow and the out flow of the system and we actually have to put in the assumptions because the data is not perfect. But we are able to adoapt that and come up with goals, if we cant to reduce, and what is it going to take to be able to do that. That is the model that we are working on building and that the framework and the basis of this plan, and its a little different, from maybe other plans that you see and i didnt put in the numbers yet, because what you will see when we pubbish the report, we are going to end the chronic homelessness among veterans by this date. And we are going to resolve the xnumber of street encampments by this date. And etc. , etc. , and so there will be numbers where there are xs, right now. And dates, where we just are not able to project that right now. And i am very sensitive about not putting forward until we are sure that they are based on the best data available. Because i think that ends up creating confusion. So the other thing that we are going to have for each of these subpopulation and each of these goals is the map of the system and so what you are seeing here, is essentially how we envision the new system and how it is going to work. Folks will have to the shelters and the home out reach team and the main Stream Services and the hospitals and the 311. And from there, they will be assessed and in our coordinated entry system. And then they will be sent to the right resource. Because we dont have enough resources we are going to have to match folks and we are going to have to prioritize and to create a tool and agree on what the priority will be, once someone is prioritized in housing and hopefully those will go to the housing intervention and it is not available we plan to use the Navigation Center and that is where it says, the temporary housing here and we will prioritize, the centers for the folks who are on the path to house and create a system that makes more sense for the client and also t is designed to create the through put with some of the out comes across the system. And the other document that we are going to put together and i whited out all of the numbers here. And so in that circle there and each one of those pictures you will see a number, and there will be a goal if we want to reduce, 50 percent reduction in unsheltered Homeless Population next year, this is how much shelter we are going to need and this is how much short term, rental and mid term, and this is how much actual housing we are going to need. And we also are going to be fox factoring in the prevention and the new program, called the moving on, which is i think that the people that are in Supportive Housing that dont need the service and giving them access to vouchers so that they can find the housing in the private or the Affordable Housing market and move out of Supportive Housing and opening autopsy t all of these slots wil be able to provide for you, and these are the numbers that we will need for these goals and also going to present some numbers that if we are going to actually defend homelessness in San Francisco this is what we are going to need to do one of these interventions. And again, i just dont want to put in the numbers in here because when we provided numbers, before, and that were not, done it created some chaos. And so, lastly, i want to just say that develops the other goals that we are having work on that are outside of this model, we got to get the department, fully operational and we are working on a state and federal and regional agenda. And getting the data system stood up. And obviously, redesigning the Communication Systems for the public. Prevention and deversion, and we will have dates. We have to do it later than we planned, and rather than the feedback from the community and we feel like there is more work to do. By december of 2017, we will have fully resigned the family systems with one of those maps, and that is very clear as to how the system is going to work through the coordinated entry. System, and that should all be up and running by the end of the year. By october of 2018, our data system will be completely operational. And that some time in 2018, 19, that we will have done the redesign work on the adult and youth systems that by the end of 2019, we should have a completely redesigned, homeless Services System and i know that for some people, this is a very, it seems like a long time, but i just want to point out that homelessness is 40 years in the making. And it is not going to be solved by a new department, and in six months, we are going to need the time to get this stood up and then this is really about the long term way that the city addresses homelessness. And i just want to give great amount of thanks to all of the nonprofit providers. To the Business Leaders and the Community Members and to our amazing staff from ahc and across the city family and thanks, csh and a lot of work that is going into this right now, and again, we are doing this trying to build the airplane and fly it at the same time. And build the Navigation System for that airplane. So it has been difficult, but very productive. And just want to thank everybody so much for their health and for their patience. Thank you. Supervisor yee . And by the way, we are just going to have to deal with just the members of the public with the time frames here. Because he had to go because he has to leave, and tang has to leave we are going to before the Public Comment, with this item we are going to go on to item 19, and come back to Public Comment on 17 hso just want to lay that out for the folks. And supervisor yee . Thanks. For the presentation and i just really appreciate your approach on this and in terms of being data and results based driven. And and you just got on board when you talked about your approach and seeing that, sefrlg months later, that you still taking this approach and i really do appreciate it. Things that are either state or federal level for the decisions and have impact into whether, it has be in that or not. Or, and also how do you make adjustments to this and we are doing better but all of a sudden, this is what the state is doing worse than this, and you know, there is a carry over of all of that. Or it looks like we are doing better but the rest of the state and the rest of the country is doing better than we are, and how do you do that comparison . That is a great question, and so i think that is why we really are talking about this as more of a framework and a model and so we are going to have a fairly sophisticated model that we have developed and we will be able to adjust our assumptions based on changes and i imagine you know, every year, if not every six months, we are going to be adjusting it. And we will be reporting it out to the public and all of you what has changed. But again, and i know, you no he we are going to hear from the community and i am sure that everybody is going to say what is obvious is that this only works if we have the resources we need. And my response back is you know this model will not let us know what the resources are and it is important to have the data systems and the models that will help us to think and not just about lets build a few more though Supportive Housing units but lets look at the system and figure out what we are going to need to achieve the goals so that we can plan for five years and for 15 years out. And also, i want to say that you know, at the very least if we have no more resources, to do better with what we have. And to make the experience better for our clients. Thank you. Okay. Thank you, and thank you for your presentation, and i look forward to hopefully, we will get through the community and the board and seeing with the five year plan does look like in the final form. And we will love for you to come back and talk to us about that. And as i know we are going through a rebalancing effort, and i just, you know, as you are here and continue to put forward and work on this issue, and i hope that we will find a way to put in the resources behind you and your department as possible. On this issue. But, thank you for being here. Thank you very much. With that, apologies for a lilt bit avenue cou counter dir and we will go to 19. Will you call 19. Resolution setting policy to end all business with wells fargo, requesting the controller to conduct an inventory of city business with wells fargo, urging the City Attorney and District Attorney to investigate the practices of wells fargo and the other big banks, urging the treasurertax collector to provide advice on establishing a responsible banking ordinance, urging the director of health to report on the feasibility of revoking the renaming of wells fargo plaza at San Francisco General Hospital, and urging the United States office of the comptroller of the currency to explore if wells fargos National Banking charter should be revoked. Thank you, and this was sponsored by avalos, and here to present as supervisor avalos is not leer here with us today. Jeremy, aid to avalos and i will be as brief as possible, understanding the time constraint and maybe i will just discuss a number of amendments that he would request that the committee make. A lot of this is based on the excellent work of the Controllers Office and the inventory that they have done on the citys financial dealings and recommendations for the sanctions that the city should place on wells fargo for the unethical behavior. I will leave it to supervisor avalos to speak at the board about the extent of that. There is the one, and i think that one area of disagreement is about supervisor avalos would like to urge the controller to suspend the wells fargo from bidding on bond sales and the controller does not agree with that and so i would expect that would be an item that you may want to discuss further when supervisor avalos is here and i think that the rest of these i imagine would be things that the Controllers Office could speak to. And maybe i will just leave it at that, i dont know if you want to go through the presentations of the Controllers Office, and i believe that the Treasurer Office is here and i believe that susan, the ceo of General Hospital is here as well. So i will defer to the committee about how indeposit lth you want to go. Diven the time constraints of the afternoon. Ip appreciate that jeremy. Are there any presentations that i was not aware . But i know that mr. Rose, if you issue the report. Maybe the report verses what we have in front of us, and we have an amendment of the whole. Maybe you could address the under riding question and anything else. Certainly. Good afternoon. City controller. We issued a memo this morning that you have copies of and we have the ko pys that are careful for the public at the front of the meeting exploring the questions that are a question here and i will start by saying that we have had a very positive and long standing relationship with wells fargo. For a whole host of extremely valuable Financial Services for the city and extend from borrowing and bond financing required to produce infrastructure and the host to operate as a government and the whole set of banking and financial arguments with wells and that is a long standing relationship. And nonetheless, though, obviously the well publicized conduct of wells fargo in recent months is not in keeping with our expectations for ethics and business relationships for you, and ourselves and our contractors. And so our office has undertaken working with other city agencies and inventory of our relationship with wells fargo and has explored various ways to move forward on the question. And we kind of outlined that in the memo. What we are talking about and have recommended in the memo is the suspension for the new business with wells for a set of different Financial Services. That we outline in the memo. And we balance that though, with an understanding that in certain circumstances to prohibit wells from participating in certain kinds of services, would result in adverse financial cost for the government and our tax payers and our rate payers in many cases there was a disagreement between the Controller Office and the office about allowing wells fargo to participate in the citys competitive bond sales. Can you explain your offices position on that and why you disagree with that recommendation . Sure. And if i understand the amendments that have been moved and i think that i am looking at a current version of it. Fundament fundamentally, the resolution as it relate to our office piece of this is to amend it instead of recommending or urging that the city and all financial arguments with wells fargo, the amendment now is incorporating a lot of it now, and so it recommends or supports the adoption of the Controllers Office, and recommendation as it relates to the new business foz certain kinds of Financial Services. And so those feel appropriate to us, frankly, if you do for the bond under rating and for the credit provision, and these are services that the city procures through a competitive process. And they ininvolve, hundreds of millions of dollars of bonds. And we go through a process to solicit the bids on these. The smaller that pool gets, the less competition it will be for rates, and the higher the more likely it is that we will we will have higher cost for our borrowing for transactions that they would have won, the puc went out to bid on 200 million in water bonds. That will be repaid by San Francisco and regional rate payers over time. And through that competitive process, wells fargo was the winning bidder, providing the lowest bid and, over the life of those bonds, the difference between them and the second place bidder comes to 3. 4, million in the life of the bond and so if we were to prohibit them from bonds in the future, the result will be that the costs will be higher on the future bond deals, and we judge that to be a significant cost and one that is not reasonable to impose. And therefore, we recommended not excluding them from those sorts of bond transactions. Thank you, for that. One other question that i had was i noticed in the amendment hold over there was a change, regarding the retirement board. And now that the language says that we urge the retirement board to terminate all financial dealings with wells fargo in a manner with the fiduciary responsibilities as previously it asked for the Controllers Office to conduct an inventory on page 5 of all financial dealings with wells fargo, and analysis of the feasibility and implications of ending those dealings. And im just wondering maybe, supervisor avaloss office can speak to why this change. Personally, i did prefer the original language, because i think that it is important to conduct a thorough analysis as to what the impacts were to be if we were to withdraw all financial dealings. Yes, thank you, again, jeremy, the legislative aid to supervisor avalos and i think that we updated the resolution because the Controllers Office has done that inventory that we had initially asked for on the resolution. And in our discussions with the Controllers Office. And they had mentioned that the retirement board does have one line of business with wells fargo in the deferred Compensation Fund where its flechlt it was within the retirement board, to be accomplished without the impacts to the retirement fun. And it looks like the controller may have a response to that. We note that this relationship, and that they have the other financial arguments given the size of the fund, and we know that those relationships in the memo and we stopped short of making any recommendation, as to how they should have any responsibilities should act and we have recommended no change, or any change with the retirement board and i dont know if it comments on from our perspective whether we believe that it would be a positive or a negative to change those relationships. It was brought to the light. I want there to be a proper action, taken as to the things that have been adversely impacted and i want to put it out there, absolutely. And i want to make sure that we are not jeopardizing how it is that we operate here in San Francisco, and some of the things that we do, do depend on, wells fargo, and i think, that the Controllers Office has done a great job of outlining what those impacts would be to the certain categories and so, all of that to say, that, you know, i am glad that supervisor avalos brought to life and these various actions that occurred and there should be some sort of action i think, taken against what has occurred, and but at the same time, there are certain, issue areas that we need to Pay Attention to, and such as, even the clause, regarding the wells fargo p. Laza over the department of Public Health, at the new hospital and i put that out there and i am sure that there are other questions and comment. Thank you. Perhaps now, seeing no other comments, and names or the rosters, again, i will associate myself with supervisor tangs comments and what happened was deplorable, and i am not a wells fargo personal customer. And but i know many that are and have found what happened obviously very troubling. Looking at the feasibility of and whether it is in the interest interest taking away the renaming of the wells fargo plaza and i appreciate the intent and our director of Public Health has already, issued a memo to us saying that it is not in the best interest, and the people that would advise against it and i dont want to see that clause continuing here. And but that being said, but i think that the vast majority in here and i think that it would support and i am happy to move it forward. And so with that, why dont we open it up to the comments right now. And do you have any comments on your own . Sorry that i dont hear from the treasure error the tax collector. Good afternoon, supervisors, an amanda, and i want to put the few things in context and we participated in the controllers process and appreciate them bringing in a thorough discussion and a memo to the table and the support and what they are saying and the treasurer is the first to come and defend his fiduciary responsibility. And but on this particular issue of kwelz fargo he has been outspoken, and he wants to outline the concerns for the department and particularly as wells fargo actions impact, low income San Franciscos and so not only do wells fargo actions impact millions of Bank Customers it also sent a signal to those who are still unbanked both in our city and across our country, that stashing their money in a piggy bank and in a mattress may be the safest option that they have and that under minds our fundamental trust that makes our Financial System possible. And given, the widespread aagree shoes, and potentially, criminal actions of wells fargo, the treasurer did suspend it on the bank on San Francisco program, and as stated in the controllers memo, and we are able to move our business elsewhere for the limited pieces of business that our department had with wells fargo. And i wanted to stress that wells fargo not only, opened millions of accounts in Financial Products without the consumer consent, about you in some cases and this is documented that the bank transferred funds into these unauthorized accounts, and so roughly 85,000 of the young, authorized accounts, incur more than 2 million in banking fees and so if you stop for a minute and you think, if my boss did that and if the treasurer did that with your property tax payment he would be sent to jail for steal and so that is beyond the breach of trust and there is a lot of concern and action on the criminal front as well. You can call me time, 8007066006. And speak to a qualified credit counselor, and that should be everybodys first line of question. Please come to ward and everyone will have two minutes and we will get through this and further our discussion. And supervisors tang and yee and thank you for allowing me to address the committee, and im the president of wells fargo, team, and i am here on behalf of 8,000 Wells Fargo Team members who work in San Francisco. And working through as a company. And sometimes it resulted in behaviors that did not serve our customers best interest, and we are committed to learning the necessary lessons and take actions so that the customers never have to be susceptible to these kinds of behaviors today. And there will be developments and headlines, that are not favorable to wells fargo, as we are sitting here today. There is have made and to restore the trust in wells fargo, and it is our goal to reearn that trust by the actions that we take and some of the actions that we have taken and we have a new ceo and the new head of banking and we have eliminated all of the goals since, october first. And we already have refunded 2. 6 million tlarz in nationwide to customers for any fees that have incurred and on the unauthorized accounts and strengthens the processes including the expanding the with all of the customer to hear the concerns so that we can address them. And as i close, i want to express that this is very humbling for me. And our Leadership Team and our company. And i am optimistic through the hard work and impactful actions and we will reearn the trust of the public and the city of San Francisco, where we started in 1852. Thank you. Next speaker please . Good afternoon, and im charlie, and i am a resident of San Francisco, and i live in the bay view. And i had a loan with wells fargo and a few years ago i applied for a modification so that the motorage payment would for the go up because i had an adjustment, they started working with me they said but they kept, and asking for the papers over and over, and you fax them to them, and then they look at them and then they deny and say well you can do it, you can apply again, later. So any way. And so i went to ace, and i asked them if they could help me and they started protesting and go, protest at the wells fargo different banks in oakland and downtown, San Francisco and the bottom line is, after all of that, wells fargo, they were talking to me, and saying that we are working with you but they forclosed on the house any way. Even though they were saying we were given you time to work on it, they forclose and sold the house on the steps of the city hall and a speculate tore bought it and so my husband had cancer and i said i cant move now, you know, i just cant. Any way, they didnt listen and just kept, doing what they were doing. So, i ended up having to go to san antonio to the stockholders meeting to speak to john to ask him if he could do anything about this and he referred me to the people in the back of the meeting, and the bottom line is that i did get to keep the house and i am still there. Wells fargo has not been the greatest partner from our point of view and we know that they have put a lot of money in the community and put a lot of money into funding nonprofits and i dont think that that has ever been an argument and whether the banks should be donating to the community and really helping it out. But the problem is that most five years and even in the eight years of the foreclosure crisis, there is a lot of unethical practices. And they have been a part of the big five, when the attorney general decided to sue, and finally settle. The big banks who put out these types of loans and these practices have not necessarily been ethical and i think that this is not the first time like what happened in october and there is according to the news articles, these accounts are being opened at the height in 2011, and of the height of the foreclosure crisis, and that does not show that they are an ethical Business Partner. And if we are going to protect our residents and we are really going to protect the interest of san franciscans and the treasurer has pointed out about the people who are both banking and banking and we cant continue to work with the bank that is, you know, going to promise you one thing and turn around and do something else. I think, that it is unfortunate that several of those employees have been fired but it really comes down to the culture of the bank and for the next two years, and i mean this resolution, all that we are asking for it is to be something that we can vote on for the other supervisors that can hear next tuesday. And they cant, treat the people whether they are forclosed on or someone who just has a bank account. And they are opening that. And so please we urge you to please vote. Next speaker. Thank you, chairman, farrell. And supervisors. My name is Brenda Wright and i manage the Community Relations for wells fargo. And in that capacity i over see the Economic Development programs for for the west, and the wells fargo. So the members can actually have access to funding, if you look at the libraries that are now in some of the lower income communities in the bay view, hunters point, and in the fillmore, and you will know that wells fargo was the largest corporate funder of this project. And throughout the bay view, and i mean, that there are just so many things that we can say, and that i would say that because of those 8,000 team members, and they devoted the hours and do this with the best interest at heart and thank you for hearing me. Thank you. I have run wells fargo banking division, and the commitment to the California Public sector remains steadfast, in the past year, as other banks have terminated, other cities and counties, wells fargo has continued to be committed and we have not resorted to levels. We provide the trustees for the bonds and overriding and Banking Services including and participating in the bid transactions and controller and already mentioned the recent, puc, deal, that wells fargo was the high bidder by quite a margin. And we would also like to close government banking is proud of the support that we have professionally been providing San Francisco and supporting your residents and highly experienced in the banking and security teams stand ready to deliver the Outstanding Services to San Francisco and we hope that the action and clarifications today can help us to get back to the productive conversations around all of the challenges that they will be facing in 2017. And thank you very much, for your attention. Thank you. Next speaker, please. Thank you for the community to comment on this item, and my name is melina and i am the director of the reinvestment coalition, and includes in the fair economy that meets the needs of color and low income by insuring that banks and corporations invest and conduct, business in the communities in a manner and, we visit the Community Based organizations and the Financial Institutions in tunder served. And for Financial Services for these communities, and we are extre exly concerned about the practices on the consumers by wells fargo bank. The proposed resolution, provides the activities of this bank, from diskrimary lending for the African Americans, and nonforeclosures and widespread, fraudulent, activities in the result of the banking sham bank accounts. And just this past saturday, they ran an article about how they are using the arbitration process to support lawsuits against the bank for the and after everything that has come to light, everything to make the right of the harm that is done, and cnn money, is reporting how wells is lobbying the Trump Administration to weaken the oversight and this is an institution that cannot be trusted by consumers and by the local government that represents our interest, and we strongly support the resolution and we encourage the committee to approve. Any other members of the public that wish to speak on this item. Seeing none, Public Comment is closed. Supervisor yee. First of all, i want to thank supervisors avalos and his office to bring this resolution to the board. You know, i, its well known that wells fargo does invest in to our neighborhoods and our nonprofits. But then, again, we have to remember that every National Institution is supposed to give a concern percentage back to the reinvest and back to the communities. And i appreciate that there are some speakers that have pointed it out in terms of the positive aspect. But today we are going to be talking about the other piece of it which is the negative aspect. And which it really did do the harm and the trust that we have for the institution has been diminished by a great deal. And i would love to keep the resolution as a whole intact. And however, i think that there is been some points well made in regards to a few of these roo he solve clauses and my supervisors and tang and farrell have pointed out. And so if they were to make the amendments to those two items regarding the bond issue and also the issue of the naming of the wells fargo plaza of sf General Hospital, i would be supportive. Thank you, supervisor yee. And supervisor, tang. Thank you very much, one of the things that i did want to just state really quickly, Treasurers Office had come up here and looking for information, from wells fargo, about how many employees were fired in San Francisco and, so forth. And i really do hope that wells fargo would get whatever information has been requested of our city. And i want to thank supervisor avalos to send a strong message from San Francisco and i think that is really important and in fact, in light of everything that has happened and it has made me question my own banking account with wells fargo. With that said, i think that the recommendation that were included in con jufrngz with the Controllers Office and supervisor avalos office were good. And the only two that i would ask that we take out is the resolve clause regarding the suspension of the bond sales, which our controller explained how that will cost our tax payers mormony which i dont want that to happen and the last second to the last clause regarding the wells fargo at sf General Hospital, i do not want to jeopardize their Fundraising Efforts as they have been working to construct their new hospital, benefiting low income communities as well, those are the two amendments that i would make. Okay. And so that motion, supervisor tang snchlt yes, to strike those two resolve clauses. Just to be clear it is on the amendment of the whole for the further resolve, on the item and starting on page 4, line eleven. Through 13. And then on page 5, lane 22 to 25. That is correct. Okay. And so, i will very much be supporting that and i just say, you know, i what nt to say as i mentioned earlier around the dph, item, and i appreciate the intent to kind of with the questions behind it and i want to thank, director garcia for issuing the memo in advance and i want to make sure as it was mentioned that we do everything that we can to support our General Hospital. And given the need that they serve and i know that it has been a challenge, but their foundation has done an amazing job and i want to make sure that that continues and we dont jeopardize that at all. Motioned by tang and seconded by yee and we can take those without objection. And i will make a motion to send this to the full board with positive recommendation as amended. Motion, and second and we can take that without objection. Okay, it you very much. And at this point in time i would like to open up to comment 17. And so anybody who wish to comment on item 17, i am sorry for the delay. We had to do this given the calendars today. Yeah. Come on up, thank you. Good morning, supervisors my name is del, gil man and i am the executive director of the housing and i am the cochair of the Provider Networks that represents every provider in San Francisco that owns or manages services in support of housing, and we are here today to talk about our great enthusiasm for the coordinated intake and assessment and San Francisco is one of the last major cities that is not implemented a full robust, intake and assessment system and we know that the xhubt housing partner shape and matching the Homeless Individuals to the right housing really works. And we are looking forward to this this as a way to stream line across the portfolio and we deal with 3 separate system to have the folks enter the housing and over the 1100 units and we want to express to the board of supervisors how we hope that they help to support the new department to make this a reality. And we have even confer to offer up. 150 units that are now slated to be part of the assessment to enter this process because we believe that it will stream line the time of the Homeless Individuals on the street, thank you very much. Having the assetsment and and keeping the id and knowing what they are have, and over all need and identified as fantastic. And having to be able to directly Access Services without having to access a particular program or a shelter first. Also really great. And you know, however, moving on to the next section have a smooth data system, and access, is not going to create more housing. No matter how smooth it is, if we dont have place foz people to move into, we are not going to get there. And having a system of rationing shelter is hugely problematic. And narrowing elbility shelter to eliminate a waste list is horrible. For example in the family system we are planning on eliminating the shelter by july first. And the provider was given a script to start telling families with that means is that a family which 28 percent of our families are forced to exchange sex for a place to stay, since they are staying with someone, they will no longer be eligible for shelter, this is outrageous, we do not need elbility for emergency. Voters in november we had mixed up there, 70 percent of voters said that they wanted 50 million set aside to house, Homeless People. And 64, almost, 64 percent of voters wanted 17 million devoted to ending family homelessness and this board needs to get really aggressive in finding revenue to solve this problem. And house in housing you talk about the wait list, what is your interpretation. Right now, we have 260 families on the wait list for shelter. And what the new system is saying that they are going to eliminate the wait list by narrowing down who as access to shelter, and right now the families say this they want the shelter, and the cities are going to go beyond, because you know, eliminating the wait list, if you have housing for folks, obviously is great, but, doing a false elimination of the wait list by just narrowing down who can get the shelter and saying that we have no wait list for shelter, is highly deceitful and it is harmful to the family, if the family who is trading sex for sell ter, if they let the worker know that they are doing that, that is a cps call. Families know that. They are not going to lose their kids over this. They will stand in problematic situations instead. All the families should have direct access to housing, and all of them should have access to shelter. They should be able to access it. That is the policy, right now, that is really awful. Thank you for your explanation. Because i really took it as a different meaning. Yeah. In terms of eliminating the wait list. Thank you. Next speaker. Just let us speak out and tell you how positive it is that we are moving toward a more seamless and integrated system with shared data to address homelessness in San Francisco and this was a dream that i used to speak with jeff about, when he was my supervisor and i am very happy and hopeful. To see that moving forward, and i am hopeful that this system will really help to meet the needs of the people who are experiencing hopelessness and as well as at risk, of homelessness and still i want to emphasize that it is going to be important to develop an assessment in the system that will identify families and people who are unsheltered and in unsafe situations and offer the True Solutions that are the client centered. And in particular, rarldless of where they are, it needs to be the resources that will meet their needs, an important point as we move forward with developing ut system. Thank you. Next speaker. Good morning supervisors. Im richard, and i am the executive director of the climate house. And we have been in the business of providing Supportive Housing since it didnt have the name Supportive Housing, in 1983, we master leased two buildings that were known as support service hotels. And that cry ated the first Supportive Housing in San Francisco for 134 people. Over the intervening 34 years, that number for us has grown to 720 people that we housed. And i want to just thank my colleagues who are speaking about the bottom line having to do with the Human Service element of all of what is embedded in the Strategic Thinking that the department of homelessness and Supportive Housing is engaged in. I just want to talk about something slightly different. I just want to talk about the financial part of all of this. And the need for Financial Strategies to be embedded in the strategic frame works for dealing with this issue. The Word Investment gets banttied about fairly loosely and a lot of times i am not sure that we mean the same thing by investment and i have been doing this now a very long time and i take a very long view on this. And what i am the most troubled by is the short terminate of the thinking about how do you pay for all of . And the need to divert the operational moneys in the direction of capitolization to create the bond money, the master leasing, that can be converted into nonprofit ownership and this sort of thing that sustains the infrastructure that is needed in order to these solutions be permanent. Thanks very much. You bet. Next speaker. By the way i just saw your speaker card i was going to call you next. Thanks for being up. Good afternoon, my name is kevin and i am the director of the Hotel Council in San Francisco. I am here to talk about the support for the would, that the department of homelessness and Supportive Housing is doing and the Strategic Plan that they are developing. We definitely are encouraged by the citys decision to merge departments to stream lyine the process and the Data Collection as well. I also want to compliment the team for the openness in working with the community and working with our Business Partner and jeff has been out to speak with our organization and all of our members on several oizations to up date us on what the city is doing and work with us on how we can help with the solutions that are proposed as well, and the fact that he is taking the time and that his team has taken the time to do that is very important to us and i think that it is going to really serve us well as a city, and we are encouraged by the decisions and the plans that are being developed and we thank you for your support as well. Thank you. Next speaker. My name is karen and i am the director of, and i am here to speak in support of the resolution, and i want to thank jeff, very much for his leadership on the plan, and supervisor farrell for introducing this resolution. And in union square our goal is to keep the area, clean and safe and welcoming for everyone, and despite the 2 Million Investment on the boots on the ground and keep tg clean and safe we are challenged by the homeless issues. And we have stepped up the efforts with the worker and hired the dst Homeless Team to clean up the streets and supported jnk and work with the city and the business organizations and we want to thank the mayor for the leadership in the second term to address the homelessness and i think that he has taken a great first step by hiring jeff, and his team to really address this in the very strategic, and organized way, and jeff, has taken this head on and he is pragmatic and he works well with the Business Community and it is important to have a plan, everyone gets on the same page p you have a way to measure the result and a way to answer the community and our con stit you ents and whether the tax payers or the visitors on what is being done to address the homelessness in the city and thank you for being involved in this and he stand ready to help in union square. Thank you. Next speaker please. English, the executive director, of the st. Paul, society of San Francisco. And as a Service Provider for the city of the mse south on fifth and bryant, the largest single adult shelter and i must say that the whole staff and the board are very encouraged by the moves that the city has made, with regards to this issue of homelessness. And we completely support this resolution, and we are encouraged by the speed wiseness with which jeff has moved forward, and in every effort ha he is making and the coordinated entry system is definitely a mentioned and a dream come true, and please allow him the patience of the next two years to do that successfully. And all of these efforts are important 100 percent support the new department and we encourage the resolution to pass, thank you so much. Thank you. Next speaker please. Good afternoon, supervisors, and adams with the larkin Street Service and here to speak in support of the strategic framework and the department and jeff and all of his team and we have been encouraged of all of the process and we believe in the data driven system that the system is informed through data and we would seek to have the continued effort for these input as it relates to the specific needs of the young people who are experiencing homelessless and through the system and the best practices throughout the country have been for there to be a sort of a subset system that addresses the needs of i dont uth and young people and families, and slightly different than they would would like over the over all system for the homeless adult and so we are encouraged that the department sort of sees our point on that and continues to seek the feedback and look forward to continuing this work Going Forward and would like to speak to the importance of resources and as j general ter said we can have a fabulous system and entry system without the Additional Resources and capacity in the system we will be unable to fully execute on that too. Thank you to your leadership. Thank you. Next speaker. Brian with the foundation and housing alliance, and i echo the thank you for your leadership and on this effort. And then also my recommendation and i have spoken with jeff, but the majority of Homeless People in San Francisco come from two communities, African Americans who i am call african San Francisco and then lgbt. And so it seems to me that these two communities have among the highest rates of disparities of homelessness in the city, and if we can do a thorough deep dive on the causes of homelessness and the bearrier to exit homelessness for these two communities, that that might give us the biggest bang for our buck in reducing the over all rate of homelessness and i think that it is reasonable to assume that there are gaps in the system of care and that there are other drivers of these sis parities and if we can take all of our expertise and look at how we can address that, that that might give us among the best result foz our investment of time and resources, thank you. Thank you very much. Next speaker. The situation that you got on your hands, is very poor, and not being addressed as the way that it should be. First of all, you talk about why there are so many Homeless People out in the street. Your Mayors Office on housing and every brand new Apartment Building that comes down the pipeline and you set their immediate medium and the mm and the requirement for the people to come in and to the apartment complex at a level that is higher than the people that have the combination of the mental and the physical disabilities in the veterans and the peoples income who are not at 55 percent or 80 percent of that medium, cannot even apply to move into these buildings and they can demonstrate that your hypocritical because you are saying that there is a homeless problem and we want to take care of the homeless problem and you want to build all of these Navigation Centers and the Homeless People dont need the Navigation Centers. It is nothing but a concentration camp. You sit up there, and act like you want to help people, and address this homeless problem, but you move in the Homeless People from one section of the city to another. And about you getting rid of this list, of families who are applying to move into the Apartment Buildings and try to prioritize, based on treatment and, trying to determine the needs of somebody that is homeless, is not fair, and you violating the constitutional Due Process Rights of the individuals. And also, the fact that you say that there is a shortage and you spend the tax payers money to bust the people out of the city and talk about eliminating the homeless problem and turn around and aid and abet the illegal immigration and got the illegal aliens getting brand new apartments paying, 3, a month it is not fair to the blacks, you are displacing the black people and it is not fair, okay . And every Apartment Building that comes down the pipeline, through the Mayors Office on housing you set the income, severalses requirement and way above the average income of the people who are on social security, retirement and trust fund and eligible apply, to these buildings is impossible. And then you turn around and wonder why you have the Homeless People. And you talk about want to prioritize the list the people who can move into the shelters based on the priority is not fair. It is not fair. Whoever is homeless in there stand tlg in front of that shelter should be able to move into that building. Thank you. Any other members of the public that wish to comment on item 17 . Okay. Seeing none, Public Comment is closed. I want to speak all of the speakers. Supervisor yee . I just again i want to commend the new departments effort and this, and even having a plan that is going to be solidified by april of next year which is pretty fast as you know many of our departments have their planning process and many of them take several years to get things completed. And there was some a comment made during the Public Comment that was disturbing to me. Maybe you could address it. Just there was a comment made about how we are reframing or restating what the who is eligible for Family Housing and whether or not this really is tru truly, are we really eliminating the wait list or are we just creating the language that seems that we are eliminating the wait list . And the example that was given was really shocking, you know, meant to be shocking i guess, and i dont know how many of those situations are. There are always going to be it not working for individuals and what i have seen over time, is the folks go on the waiting list for the family shelter are told that it will be six to nine months before they get access to that shelter, and rather than trying to resolve their homelessness and access the housing or the rent subsidies they wait. And their situation becomes more and more dire, by the time that they get to the shelter, and the things have unwound quite a bit. And they are tired, and their kids are tired and they are in a shelter now. And they can stay in that shelter for six months. And they are provided with great services, child care, roof over their head, and food. And because of the situation they are in, they tend to wait, and stay as long as possible. Which makes perfect sense. And then, as a result of all of this in the way that the system are set up is the average length of time that a family is homeless in San Francisco, and it is over, 14 and a half months. And the last time that i asked. And so we know that after 6 months of being homeless, Children Brain Development Starts to suffer as a result. This is a known fact that the executive function starts to develop and break down and the kids who are experiencing the stress for a prolonged periods of time. And so our goal is to make sure that we have a system where if you are homeless rather than saying, wait for a shelter, we are going to say, here is a rapid rehousing are, and here is Affordable Housing for you and rather than tell the folks that you might get the shelter in eight or nine months, there is not shelter available for you tonight but we do have a pathway out of homelessness. The one really great thing about this system especially for families is that we are close to having the resources that we need to be able to really address this problem. And make this system work, but the way that it works now, really encourages people to just stay in place. And we have got a partnership with the School District and the other providers to get to the families faster, when i was at hamilton we did a case study around this and we were able to reduce, from 14. 9 months to less than 6 months. And so im very confident that this is the right way to go, its not going to be a perfect system but getting the folks matched up right away, but the other thing that it does is for the people who are unshelter and experiencing an immediate crisis, they should not have to wait for shelter for more than an hour, we should have a system, if someone shows up and the options are sleeping on the street or i mean that the option, that is where they are going to be tonight, that person needs to get right into the shelter. And that is not how to works right now. So this idea of matching people to the right intervention, based on their Current Situation makes it a lot more sense to me than a wait list that encourages people to wait longer than they should. Thanks, for your explanation. Okay, and thank you very much. Yeah. And with that, supervisor, we have the resolution in front of us. And any questions entertain a motion to move for forward. Positive recommendation. Motioned by i couldnt he and take that without objection. Will you call 20 . Hearing to consider the review and approval of the budget guidelines for the board of supervisors clerk of the board annual budget for fys 20172018 and 20182019. to proveeld the vied the budget guidelines in december to assist in the proposed budget sxim here with the departments deputy, to request guidance and direction as we develop the proposed 17, 18, and 1819, bugz and i have an overview of the projects from the current year along with the current year budget, additionally i will obtain your permission for what i would recommend as a base line for the new budget and one or two new requests. Before i return in january with the draft of the proposed budget for your review, will meet with all of the members of the board including the new members which will come on in january. The current year budget is 14 pment 6 million. And the next two slides highlight some of our project and accomplishments that move the needle for the department in the current year. And we had the 100th anniversary of the boards legislative chamber, and we had many former members of the board join us and we had a lovely reception and we were able to hand out a limited key to the chamber for the attend ees. The replacement and in the current year, approximately, 450,000 was placed in the city administrations budget by the Capitol Planning Committee to address the need to replace this aging system. Real Estate Division will over see the procurement and the legislation is expected to take place in august of 2017. And the next slide, is a continuation of our accomplishments. And the assessment appeals back in the office of the reengineering project, and the department suspects that 4 and 5 of the project to conclude in april of, and we continue to work assess sxer her team, to improving information and sharing for the reports to enhance the ease and security and, has enabled the online appealing and, filing in july of 2016 and expanded the project scope to include online escape assessment of appeal filing in 2017. The legislative Management System project is moving along. And we have established a project team and they are doing and researching standards and scoping the requirement to procure and implement the solution, and they are meeting with all Member Office and department, and will consider, up grades and ad ones that exexpand the user access and support, and address, the manual work loads. And the records is also, moving for ward, and with the existing funding provided our records and the project is in process, and for a back file conversion and for the last 100 years of the boards archives. We are working with the office of Contract Administration to develop and join in on a clabive city wide rfp solution and he with will continue to work and to insure that the records will integrate the seamlessly with our new Management System project. We juggle the chickens and chain saws, and you prefer, the mission and insure that the requirements are met for the board and the Committee Meetings and our hearings and we connect the public to the legislative process and to our mounds and mounds of data. And we also provide administrative support to the employees of the department and to the board. We take pride in what we do and we continue to strive to for excellence in serving the board and the public. And now we would just like to take this opportunity to acknowledge my staff for their consistent professionalism and hard work. So to the current year budget, you are familiar with these charts. Charts they show how the department 14. 6 million current year budget is spent on the left, and expenditures by the ka category and on the right by division. Building on a current years budget, i am recommending a few adjustments for the fiscal year, 17, to 18, budget that will help us meet the changing demands of the department. Over the last couple of years, i have signalled that the department it division has needed revisioning, and new skills, and positions to meet the infrastructure of the citys requirements. We are under going a position realignment in the goal of this is to appropriately staff with the right skills, the division where implementation of the department it plan, and including improved with the department of telecommunication and adapting new technologies and strengthening our security which is critical. I am proposing to change the one, to a project manager two and this will increase the budget by approximately, 7,000 in salary and benefit. I am also asking to add Compliance Officer for the clerks office, additionally in response to the dhr request to reclassify one of our positions and i am recommending a substitution in the assessment appeals board. The legislative Management System upgrade project, we once we determine the funding we will submit that request in gentleman and we will up date you on the progress of that request. As in prior years, the department as a whole continues to be responsible with the citys tdollars and we will loo for ways to include the ongoing savings in the budget to help the city with the growing expenditur expenditures. I alisted a couple of questions, the contract that we received, on november, 17, 2016, there is a request for a 2. 25, percent for the fiscal year, 2017, to 18, contract which will become effective on july first, 2017, and this request will result in a 48,933, increase to their 2. 17 million contract, and fiscal year, 2017, to 18. And general Fund Appropriation fop lafcoas you recall, received a general Fund Appropriation in the current year of 40,000. And the executive director has requested the appropriation of 144,000. For fiscal year, 2017 to 18. And the executive director jason is present, if you have any questions about that request, and the final is increasingly the department has received requests for furniture for our employees, and the department is determined to maintain a safe and healthy workplace, and the Industry Standard is one that i am recommending for our budget to alleviate the boards leg sayive accounts and this slides requests i dont you are authorization for the above purposes. And if affirmative granted i will include these items in the draft proposal for our conversation in january. And i do appreciate your attention and that concludes my presentation, and i am here to answer any questions that you might have. Supervisor yee . Yes, the question about the 144 k, what is it for . Ask and is that a 144 increase . Yeah, so, as you may recall from last year, it is a state authorized commission and we have a different budgeting process, our budgeting process is not actually start until the spring of next year. By state code. And so what we do at this part of the year is we try to give you the estimate of where we think that the estimates are high at this point. If you recall last year we came in and we gave the number of the clerk office the number we are higher than what we actually need and so we will and in all likelihood it will come down as we go through the process. Come the end of december, and you will have almost, an entirely new commission from next year and so i dont have the same direction from my commission that i will have every year, and here is what we know that we are going to do come next year, there is a little bit of more of a hazy area there and so i had to go with the higher end and i do anticipate this this number will come down onces get the new commissioners appointed by the board and we were able to have that discussion, and i will always come with my highest and what i anticipate the highest number to be and we have always come down from the number come on the actual budget, once we get into the budget cycle by the state code. I guess that the question that i have is this basically the same numbers that we saw last year . Or is this an increase . This is the physical amount and our budget is about static as to how much that it costs. And where the things get fluctuated a little bit is that we do the work that we are currently in the year that we are paid for by sfpuc to help them with Clean Car Program and, that is set to expire at the end of the current year and we have not gone through the process to authorize for next year, if that is reauthorize and this number, because part of my personal salary is it comes from the sfpuc and should we that mlu get reauthorized and i will be able to shift some that of the smonsbility of my salary to that mlu and then that number, and the 144 number will come down at that point for smur. And that is why, the haziness here and i have it coming down and i needed it to be from a fiscal standpoint and i will prefer to give you the highest number that we will need ra their than a low number and have to m ko back and say that you have to readjust your budget, and you will not see anything higher from this and you will see something lower come march of next year when we go through the budget process. Thafrpgz. Thanks. One question, and this is, i am just curious, because we approved something last year regarding the board chambers here. And then the it system, am i. That is correct. Supervisor farrell, and that resides in Admin Services department. Got it. Okay. Okay, so there is nothing more that we need to do to get that done. No, sir. Okay. All right. So, in terms of policy guidance, you know, supervisor yee, if you have any questions, or separate comments, i would just put that all in there and i know that the mayor is going to issue the budget instructions later this week, tomorrow. And but, i suggest put tg in there and have a thorough discussion about it when the new board comes together and this is one of those years where we will have a new board and having that conversation at the time will be great. But i suggest put tg all in for now. Thank you, kindly. Okay. Thanks very much. Anything else, and move on to Public Comment. Anybody wish to comment in on item 20 . Seeing none, Public Comment is closed. Motion to continue this to the call of the chair . Make that motion. Okay. Motion by supervisor yee and without objection. Madam clerk do you have any other business in front of us. No further business. Thank you everybody. Colleagues, we are adjourned. San francisco is known worldwide for its atmospheric waterfront where spectacular views are by piers and sight and sounds are xhanl changing we come to the here for exercise relax ball games entertainment, recreation market, exhilaration a wide variety of contributions easily enjoyed look up the bay the waterfront is boosting for activities boosting over 25 visitors every year the port of San Francisco manages 7 may have Million Dollars of waterfront from hyde street and Fishermans Wharf to the cargo terminals and name shoreline the architecture like pier 70 and the Ferry Building is here for the embarcadero and a National Treasure the port also supports 10 different Maritime Industries alongside with the recreational attractions making San Francisco one of the most viable working waterfronts in the world but did you think that our waterfront faces serious challenges if earthquake to damage the seawall and the embarcadero roadway rising seawalls will cause flooding at high tides and Major Repairs to a safe many of the piers the port is at a critically turnl point time to plan for the future of San Franciscos waterfront this year the port is updating its marts plan the Plan Working Group to invite a wide variety of poichdz from the city and bayview and other advisory teams to share their expertise if intense and Maritime Operations the waterfront Land Use Plan has guided the use and development of the lanes for the last 20 years major physical changes take place along the waterfront and now is the time to update the waterfront plan to continue improvements that will keep our waterfront vibrate, public and resilient the Biggest Challenges facing the waterfront are out the site an aging seawall along the embarcadero roadway and seawalls that will rise by 21 hundred to provide and productivity of tides seawall is built over weak soils and mud the next earthquake will cause it to settle several feet without the urgent repairs that will damage the promenade and other things weve been fortunate over the last hundred years less than one foot of seawall over the next hundred years Scientists Say well have 6 feet of seawall rise imagine the pier 30 32 will be floated, the embarcadero will be flooded our Transportation System is fog to be heavy impacts unfortunately, the port didnt have the Financial Resources to repair all the deteriorating piers let alone the adaptations for Sea Level Rise. It is clear that the port cant pay for the seawall reinforcement or deal with the Sea Level Rise on its own needs to raise money to take care of the properties at take care of the maintenance on the properties no way absent anti funding the issues of Sea Level Rise or the schematic conditions of seawall can be development. As studies talk about the seawall challenges the working group is look at the issues please come share our ideas about recreation, pier activities, shoreline habitat, Historic Preservation and transportation issues and viral protection. We know this planning process will not have one question and one answer we need the diversity of the opinions how people feel about San Francisco waterfront and want to hear all the opinions. The challenges call for Big Decisions now is the time to explore now and Creative Ideas to protect and preserve San Francisco waterfront. Now is the time to get involved to help to shape the future of our waterfront. We need the debate please come forward and engage in the process. This is your waterfront and this is your opportunity to get involved be part of solution help San Francisco create the waterfront we want for the future. This is really to dream big and i think about what our waterfront looked like for all san franciscans today and generations to come. Get involved with the planning process that will set the fraction for what is coming at the port. Find for in upgrading dates on the ports website. ship blowing horn in distances nolan. Romose presents. Rubeky, present. You have a quorum. Announcement of sound producing devices. The ringing and use of cell phones, pagers and other similar sound producing electronic deviceerize prohibited at the meeting. Any person responsible for one dpoeing off may be ask today leave the room. Cell phones on vibrate my cause micro phone interference so the board request they be placed in the off position. Item 4, apruchbl of the minutes of the november 15, regular meeting. Motion to approve . Second. All in favor say aye. Aye. Item 5, commune ications. I like to ask