Second any discussion . Comments . If not, all those in favor say, aye [chorus of ayes]. [closed session] all right, thank you. Item 3 directors report good afternoon commissioners. In your Commission Report today there is a article on the california rate increase in premiums with Health Coverage uncovered California Health Insurance Exchange is vital 13. 2 next. In San Francisco the average increase is about 14. 8 higher than the statewide average. While rates for kaiser, which is largest proportion of San Francisco increase approximately 5. 3 . All other Insurance Plan 12 total doubledigit increase. As you know will be bringing forth to you regarding a project were working on in trying to assist some residence in providing some subsidies to them. Does seek to update the total of eight San Francisco residence of tested positive for the z got by this as of july 20 i would want to diagnose and the last week and just to note all patients contacted the by chris while traveling in countries with the z got virus is circulating. Theyre also continuing to provide information to providers and to the general public regarding the z got update. I want to talk a little bit about arts assisted outpatient treatment update. This is an active program. This is what some people call [inaudible]. Its been a very active program and for the first year of implementation we got 80 referrals to the program. Many of them do not meet the strict Eligibility Criteria outlined in the law but we committed them anyone calling would get a service. We have engaged 19 individuals in voluntary services and filed for court petitions. Most of these referrals made by Family Members in treatment providers which was the real focus for this program was really for Family Members. One Success Story is a case referred by a Family Member in this individual had extensive history of psychiatric crisis in attempting to engage in services. Prior to the referral, mr. White was homeless struggling with Substance Abuse and in 2015 at over 50 context of psychiatric emergency services. With extensive outreach and engagement by a program and extensive intensive Case Management team, i checked on this number is 634 and i checked it twice because i was pretty i just did not know it was true but basically he had one contact in that whole time. So 634 . Decrease in prices contact. Hes currently housed an independent house and i continues to be engaged with Mental Health providers. So, just want to and there. Any other questions you may have around the rest of the report. Any questions . Commissioners, there is a Public Comment request for this item. We can take that first. Because we can take that first. Yes, please be six dr. Kerr . Good afternoon commission. Dr. Derek kerr. Your july 19 meeting was canceled and today dir. Garcias report omits the log of medical staff appointments at laguna honda hospital at that was present in her july canceled reports. In the past this information would be shared at the Laguna Hondas joint conference committee, but no longer. Instead, it is only distributed here far away from the laguna honda community. Unless it vanishes when a meeting is canceled. What is remarkable about the missing laguna honda data is that two members of the medical staff were suspended in july. That is the kind of information that laguna honda administration should disclose to their approximate community to which they are accountable. Laguna honda relevant information should be shared at the laguna honda joint conference committee. Not doing so is a type of concealment that degrades and trivializes the joint conference committee. Thank you very much. Thank you. Any questions or comments on the directors report . Two questions . First of all, thank you for report. Certainly come i read it on paper around the rise in california rates and are alarming so i am concerned. However, i like to ask your thoughts on the impact with with regards to the rising rates on two populations,. One is our own Employee Base in the San Francisco county do dhhs and the second would be if theres any impact on the Health Network or managed medical enrollment. Would this increase in enrollment lower enrollment . Is there any prediction about these rates on those two populations . Some of the network probably can talk on this but weve not seen an impact on this increase could this is on covered california and presently we do not have a contract uncovered california so that has not impacted us did i know it is going to impact the city overall in terms of their negotiations because of these increases. We do not see that until october coming this year. So, thats for december start productive i have not heard ofi know the impact but i have not heard how to impact the budget on that thank you very much. The second thing with regards to the aot the outpatient treatment, i mean the rise of the one client reduction in services six and 30 is quite remarkable. Probably a person that did not want to seek treatment could i hope that we can take let some of the Lessons Learned what i hope will be a narrative of the Lessons Learned and applying some of our other populations that we are having difficulty engaging. Not just those with persistent Mental Health issues that are ending up in services but maybe some of our persistent street base substance users or maybe some of our Homeless Services as were looking at engaging in out reach. I mean theres something audience we are doing right and the aot program. It would be nice to see we can replicate that in some of the other highrisk groups yes. We replicated the work were doing in the department into the aot as well. In terms of looking at our how to utilize this wraparound services. As soon as we do that and we get a Background Service for high users, the costs go down exactly like this individual. Its a matter of the ability to have all the intensive services but it is something we are looking at and you have eight 1150 waiver whole person care model will, and share with you in the next coming months that i think that its the same model as well. But i think absolutely, youre absolutely right in terms of looking at the success. We just have to give a little bit more numbers to see what the real data looks like good right now its been 80 people we have seen. But the tricki mean the real commitment we make to having Family Members to be able to in the past they never have the ability because the status of their child and adult child. With this, this provides them an opportunity to engage in the system to call on their needs they have for their child and were able to respond to that. So, totally agree with you dr. Pating that we can learn from this program and see how this that applicable to other programs i like the idea of learning from the extension of services and wraparound but actually think there may be some subtle lessons in terms of the balance and care to encourage people to use the services so in terms of as much as the aot has some judicial force behind it, you know, what is it about how thats expressed that helps people to engage that previously with the same services and the same outreach maybe did not get engaged . I didnt i hope you will learn lessons how to balance those two ends of the pope absolutely. One program somewhat like that is our Collaborative Court when individuals needing jail and has an opportunity to come into our collaborative crooked as you know proposition 47 has taken that part of it from us in terms of people being arrested for drug use and so it is making a little bit more difficult in our court system but we do have sections for individuals that they come to our court system. It does play out in that manner as well. I had an opportunity to go and spend several hours in a Mental Health court last couple weeks and i was very impressed with the way the judge, the public defender, and the District Attorney and our clinicians were working well together for some of our most needy clients. So, i think we can learn from all of these programs that look at are mostly diagnosed individuals in our system and hardtoreach populations. That might be something i like to hear at a later time as an update in breaking. Particularly as one look at the Navigator Centers coming online and perhaps it is those that have someone court involvement. You know the second vehicle quarter extension of the behavioral courts. So, i didnt we are to be looking at an extension of the conservative ship court and were looking with the courts right now on that. We can give you an update in a couple months where we are with that development. We do have some staffing already budgeted that we be happy to provide that update. Great. Thank you very much any other questions . I had one. Dir. Garcia, how many people in San Francisco are getting insurance on covered california . Covered california i do not have that number in front of me. We certainly can follow up with you commissioner on that. I think this we interesting and we should give it some transparency at this level for everyone because this is a very complex situation. With the rate rises. We dont want a community where we have insurers pulling out. Thats not a good answer. We dont have community we can afford insurance. Thats not a good answer. Theres a large proportion of the population thats on covered california. It subsidized. So trying to figure out the exact impact of the rates on which populations other nontrivial exercise but i do think we ought to try and do it to get a handle on what is the impact here of that absolutely. Were working with you shortly on the new program we have outlook set help subsidize some these individual so we could certainly get that data point for you and ill make sure staff gets that when im actually worried about people be around from and to plan as you fall the lowest cost what providers that you go from one provider in one system but next year in changes because of those cost structures and they go to another provider and so you creating this discontinuity because of the changes in funding and fanning thing. It sounds like its going to be affecting less Health Network whether we are affecting us we are community and certainly around the margins we see people moving in and out of medical, into plans come out of plants. So youre going to see a lot of flux i mean to but the thing i know that i think in the past who knows what will be in the future, people tend not to choose the bronze land. They tend to choose the solar plan. And the tension on the one hand, theres this tension of people having it move around planned because the plans change. On the other its engaging the population in their health care in ways which previously people were unengaged. So, i mean, try and balance out the positives and negatives of that. I think it is early in this experiment. We will definitely calendar an update on that for you. All right. Were probably ready for the next agenda item. Sure. Item 4, general Public Comments. Im not received any request for general public, to get other any at this time . We can move on to item 5 which is a report back in the finance and Planning Committee meeting from today. Commissioner chung good afternoon commissioners. The finance and Planning Committee met earlier this afternoon and it was a short meeting. We had actually put recommended, the august 2015 contact report and one new contract with environmental logistic and in the amount of 1. 7 million dollars. Which covers from august 1, 2016 through june 30 2018. Its an eight year country. Those are two items on the consent calendar for the commission to approve. The item is before you ready for a motion. We are talking about items six consent calendar . Betwixt correct motion to approve second is there further discussion on this item . All those in favor say, aye speak [chorus of ayes] proposed . The item passes. We did thank you commission. Item 7 is the fiscal year16something approval request of the it ministration for the laguna honda gift fund. Hi. This is, from laguna honda. Good afternoon commissioners and dir. Garcia. I am here to represent the laguna honda gift Fund Management community to ask for your approval. The laguna honda resident gift Fund Proposed budget for this oh year 20162017. The provider list of the budget that we proposed, you can see we ask for total budget for the 201620 something in the amount of 297,000. Its about 2. 7 increase from the Previous Year budget of 289,000. Most of the line items are pretty much in line with what we had in the prior years. Except for one new item that is the last one on the list. Assistive technology. This is from the new donation from the donor Molly Flesher of the 100,000 donation which came to in front of this committee for a approval several months ago and it just went to the Mayors Office for their inspection last week. We budget for 10,000 donation dedicated to the purchase of assistive technology. Services for the laguna honda resident. So, one thing you might ask, why the budget was at 289 for last year and actually expenditures only 180,000. Numbers that were provided to me. These know that the Actual Expenditures at a time would wait some and this report because we are not quite close they get good its only for until the end of the may 30 2016 and so there were actually about another 5000 more expenses good its going to hit the final expenditure report. Also, a couple reasons why some of the errors we understood last year because the second fund to the bottom of the list is endoflife program was a new program. A new donation from dr. Rose last year. We do not get our final Mayors Office board of supervisors [inaudible] approval into the end of september. So there was a delay starting the project and also we spent some time to do the planning and also finding of trying to get a contract establish contact purchase order. So, theres a reason why we havent been able to spend the actual june what you see in this line item get weve about 2000 in expenditures. Still substantially under than what we budgeted but we will catch up next year. So, im ready to if theres any questions . For approval . On locus of Public Comment request for this item when we take Public Comment and then we will come back. Dr. Kerr . Hello again. Dr. Derek kirk. This budget for laguna honda this Patient Gift Fund was not disclosed at laguna honda joint conference committee. Its precisely the kind of laguna honda specific information that lh jcc meetings were designed to convey. Had it been presented at Laguna Hondas jcc meeting, someone would have noticed the remarkable decline in the funds allotted to the positive care aids program. If you just look at the budget, you will see that last year positive care was allocated 5500 from the gift fund and spent 4000 of it. So, how much is budgeted for this year . 3000. Out of 15 programs, positive care is the only one that is receiving less than it spent last year. This unique and unprecedented anomaly should be explained before you approve the Patient Gift Fund budget. Thank you very much thank you. Commissioner karshmer i just want to make sure i have this right. We have been guided by the City Attorney that this gift fund comes to the full commission for approval . If i can expand on that is because budget decisions are made by the full commission and not by any committee. So the City Attorney thought and guided us last year the second time this is happening it made sense to come to the full commission. Thank you. Any other questions . I had to. One, can you remind us the process that you go through to decide what the budget is for this so, we do have a gift Fund Management committee that consists of several executive staff at laguna honda and also on button. Also residents represented. We do meet every other month to go through not only the budget also the Actual Expenditures and the different programs suggestions. So, we typically closed to year end, will prepare the balance report and present to the committee exactly what you see here. Was last years budget, what was the expenditure, and what other new programs new donations coming in then suggestions of the based on the stork number of the budget and we tend to budget on the high side so that we dont have to keep coming back every time to ask for a new spending for the gift fund so that way we can provide better Resident Services and then have an effective way to be able to fund any of the new programs. So, once the Committee Approves and then i will bring the proposed budget back to the committee for their review again then bring it to this Health Commission for your approval. Thanks. I mean, i am always amazed the generosity of former staff, former patients to laguna honda. But, some of these gifts come with restrictions that they want to be spend on certain things. So, i just want to check and ask this list and the proposed budget conforms to the donors, . That is correct. Thats why we created give and grant proposals in the second column you actually see the Funding Source for this specific grand codes the positive is a good example to we get donation specifically for [inaudible] programs could unfortunate acronym code the money is declared only about 3000 left so thats why the budget went down to 3000 but that does not mean we dont provide the service. The service will still be provided but we will be coming out of different grand codes. Thats why the comparison you see a drop in basically based on the remaining balance of that grants. Think. Did everyone follow that . Great, think. Thats the end of my questions. Do we need to approve this six yes. This is an action item. Can i have a motion . So moved any further discussion . I kind of do that backwards. I apologize. All those in favor . Opposed . Thank you very much. Think. Item 8 San Francisco Health Network update. Slideshow. Good afternoon, commissioners. Bolan pickens directive San Francisco Health Network. It is my pleasure this afternoon to provide you with a note update on the San Francisco Health Network. This slide displays with the network sits within the weaponization will structure of the department of Public Health. Todays presentation will provide you with a summary of the highlevel strategic operations at the Network Level. The presentation will review where we are without previously identified fiscal year 1617 priorities, which i will note rashly done before we engaged in our Strategic Planning process. We will still report and talk about those today. But we will also give you an update of our activities including an update to our Strategic Plan also referred to as the x matrix our Team Charters and are true north metrics. So, when i previously presented to you back in january of 2016, i shared these were the 201617 highpriority areas that were identified by the Network Leadership team and those are depicted here. These were the nine priority areas. First was stabilized sf age in leadership. As you know, we hired dr. Susan ehrlich as the ceo and zuckerberg evangelical. We also brought on we subtract the new director of jill health to replace dr. Jewell golden sun. I also reported back to you that are long serving director behavioral jewell robinson, was retiring. We have an active search underway for her replacement and interviews are currently scheduled for that to fill that position. The second priority was operational the new San Francisco zuckerberg San Francisco General Hospital which we know we opened on the 21st. At 6 am. It continues to operate efficiently. The other priority was develop marketing and branding strategy for the network. Which, we have done and at the last presentation in may, you heard from mark marketing and Communications Director rachel kagan, and patty our Mayors Office on marketing unbranded. In addition the monster using the many outreach activities for zuckerberg San Francisco general around the city that we were also able to partner and have those advertisements also promote outreach for patients into the San Francisco Health Network. We, the leaders of the network, continue to participate at the dph wide level in terms of capital planning. You are aware that the new rondo was passed a few months ago. That bond will be reported to you at the full Commission Level Going Forward but the network is very much involved in that process because the bond funds work facilities at se. Health ctr. Are Mental Health clinics around the city, and for the building five and zuckerberg San Francisco general. Our staff continues in terms of developing staff continue to participate in the four Leadership Series trainings throughout the department of Public Health. The cultural humility training, the trauma informed assistance training, the lien education and collective impact training. The other priority was to expand our payer base and you will hear ashley more details about this in october when cfo greg wagner attends your planning session. Youll go into details in terms of our contacting roadmap. But you should know, we have an implement in the roadmap that we developed with our consultants oliver lyman and mercer get weve actually renegotiated whatever existing contracts and have added a new additional medical managed care contracts. Also more importantly, we also establish infrastructure with our managedcare office to actually be able to be more effective in terms how we approach managedcare business. The other priority was to integrate standardize operational procedures across network. As you know, we are bringing to the other previously disparate organizations mainly laguna honda hospital, Behavioral Health services, and zuckerberg San Francisco general. A prime example each of those entities have its own medical staff reduce process. As we got to managedcare, one of the things we quickly found is when you negotiated with payers they dont want to go to three different entities for medical staff information to they want onestop shopping so weve had to retool ourselves to provide that coordinated centralization of those services. The other priority was and continues to be to implement the new medicaid 2020 waiver. You were a little bit about that from the primary care perspective at the last presentation when hallie hammer presented the primary care specific focus of cns. But we continue to implement the program and we will continue to update you on our progress across the network. And, the final priority that was set prior to our being Strategic Planning process was to plan for the Electronic Health record. I say that one for last because is definitely not the least of our priorities could it actually are number one in our biggest priority. Where most of us are spending more and more of our time as of late. So, the priorities from the previously presented slides, as i mentioned about were identified prior to our strategic learning process good also known as [inaudible] in mean terms. During that Strategic Planning process we engaged in back in march, we identified nine critical areas for our Strategic Initiatives. I will refer you to both slides seven, which i will go to hear, did you see Strategic Initiatives 19 and also in your reference binder capital one, it will actually show our Strategic Plan for the network. We are getting back to this matrix, this is our attempt to show you the correlation and overlap of the previously identified priorities for the fiscal year and how they are represented within our current lien Strategic Plan. Either they were adopted as a Strategic Initiative in and of itself, or it appears in our one of our 803 Team Charters were as one of our true north metrics. So, as weve gone through the lien Strategic Planning process, and also as we begin to engage with our partners at ucsf on implementation of the emr, it became quite good to us that we need to be very strategic about where we spend our limited time and resources. Most notably, we determined we needed to have a phase rollout of our Strategic Plan given the many competing priorities that we are working on. You see some of those here. Again, i mentioned the dhr, which is epic but also ucsf product is called apex did you see that at the center of this diagram but also some of the other competing priorities we are working on waiver limitation, which in and of itself has for individual subcomponents which youve heard about. The prime project, the gpd, global payment program, also drug medical for reimbursement for Substance Abuse services. So, i guess the big take away here is that all the work we did prior to eileen ross s was not lost. We were actually able to use much of that to inform the priorities that we set in our new lean methodology Strategic Plan. This slide present you with an overall timeline for a 3 developments. You know through your lien education that the letter eight ivan three are really the tactical maneuvers we will take to actually implement our Strategic Plan. Copies of those a 3 are in your reference binder. So, just in terms about to read this slide the little dotted black line represents where we were in terms of back in march when we started our Strategic Planning process. You will note, each of our a 3 teams have at least four a 3 clinics with our consultants to really help us flesh out each component of the a 3 charter. The orange line represents where we are right now. You will notice Strategic Initiative number one is called right information anytime anywhere. Which is also really are dhr initiative. Just the terminology right information anytime anywhere is actually represented in the evolution of the Strategic Plan as a teams guidance in developing each of their a 3 charters. With that much was in integrated process and just saying implemented needed wasnt reflected what we were trying to do. What we were really trying to do is make sure that we have the right information anytime everywhere for all of our patients. So, again, this presents a timeline in terms of where we are for each of our nine Strategic Initiatives. So, i mentioned there are a 3 teams and the fact that we have clinics with our roanoke consultants. Those clinics each of the a 3 each has a team lead, and you see that team lead identified here and the members of the team did these are the people really doing the hard work of really doing the analysis of data, doing the fishbone diagrams to highlight what those salient issues are and processes that need to be addressed in order to improveformance in those individual areas. So, at the heart of lien is our x matrix which is our Strategic Plan that we have our a 3 charter. Then we have our lodging combos of the steam that drives what we do as a network. We talk to you about thats referred to our true north. These are the things that really should not change very much overtime. While elements of the Strategic Plan will change as conditions change, the true north matrix of those things the leadership within the networks met and decided would be our overall guiding compass across our multiple varied divisions. As you know, there is a lot of attention on measurement within healthcare. As a network, we are still evolving in that process. We believe that our lean methodology, between our x matrix re a 3 charter with its goals and targets and proposed outcomes in our true north represent our ability, at least our journey to become a more data driven informed organization. So, these are the true north metrics that at the Network Level we settled on. You will find that these are not necessarily unique to San Francisco particularly many Healthcare Organizations have all of these except we find that to the best of knowledge are the only ones who included equity is one of our true north guiding metrics. So, we have chosen to in terms of our outcomes, have a target of achieving 70 of the true north targets in each of those categories. There was a lot of discussion about how we came up with a 70 targets. As you can imagine, given the varied scope of services that we provide across the network from longterm care to Substance Abuse, that its many times not possible to have one measure that cuts across all of those areas. So, for example, a longterm care measure may be to decrease the incidence of hospital acquired incidents which honestly is not one you would use in terms of measuring quality of care and methadone outpatient treatment program. So in essence, we let each of the divisions or Service Lines propose measures that were relevant to them and then as a Leadership Group come out we actually discussed all of them and vetted and agreed upon these were the ones we have for each division. You will see some of the breakdown here in terms of safety among you will see the measures the measuring at zuckerberg luca honda, both at home, primary care Bureau Health services, and this goes across all six of our true north areas. Similar, here, the true north workforce. Youll notice, you dont see financial metrics here but they actually do exist. When you look at the letter 83 for finance you actually do see metrics and targets on their. The reason they are not here is because of our most recent discussions with our team. They have decided that with the originally proposed is not adequate. They want to propose new measures and particularly, working with the divisions who had already propose their own measures. Now that we are doing this as a Network Level we find ourselves in a situation where weve actually had the chicken before the egg. As you know we had some divisions like zuckerberg actually been on this journey before we start our network so they only have their targets. So we are now since were focusing at the Network Level, are trying to set up a process where we can provide the direction at the Network Level and share that with the division and it may mean that some of the measures that they are doing will change in order to better inform what were doing at the Network Level. So, these are just some of the leaders who really have taken an active part in leading our process tragically with true north because, again, this is the to north is really our the heart of our improvement prostate so a special thanks to alice chang and sarah lynn, critically sarah, who put together this presentation and is also in our liaison to our corona consultant keeping us on track. So, with that i am happy to answer any questions you might have. Theres no Public Comment requested thank you. Commissioners, questions . Just so i can understand if im reading this. On page 7, the right information anytime anywhereby the way, thank you for keeping us updated on this and i am glad we had the opportunity to talk about your lien process. So, we are more i think basso in understanding some of this. I get the fact that he moved away from the Electronic Health record to this. It makes perfect sense because that can be an ongoing goal that might look a little different five years from now than now. But, this targets where you are now, it looks like this is going to be a accomplished by the firsti dont understand the green and blue. I guess thats the problem. So, the colors are meant to represent just the transitory nature of the progressive nature of the process. So, again, the oneshot line is where we are right now. So, youre talking about strategic number one, thats the dhr. Where we are right now, where it are actually in the negotiation discovery process with ucsf. By december, we should have a decision one way or the other as to actually weather will be able to enter into a contract with them and that will start the actual Implementation Phase december or january to understand this have to go to these other ones that actually have a specific target exactly and specific roles. And again, some of those youll find dhr once we consider that the most developed and the most complete. Is it has a 95 Completion Rate because that is again one of the ones we spent most of our time on. Whereas, some of the others like the finance again, stuff they needed to retool their targets. Its not as far along in the process. Wafers that it look like 95 of the whole shebang with that. Electronic [inaudible] 95 the planning exactly. Sorry. We wish. No. As the carpenters will say its only just begun. Yes, i just wish we would have not wished but in some of our discussion we had on the gcc both between thats a look in ondo and sfgh, i know there was some that cross my mind the last gcc meeting and that was the concept of quality of care and patient safety. There was something that flag falls and i said, yes it falls lets take a look at these did i know at laguna honda we been discussing etc. Etc. And here on page 11, you know, when we talk about the different north metrics and we see safety here as our lh age luca honda talk about reducing again falls for patients and that cross our radar at sfgh. Somehow, i asked the question later whatever. Anyway in never really wasnt very clear. But this is very helpful. As we take a look. As our colleague has at them i think there are some variables that will be floating across each of the subsets. As we try to increase or go to the 70 level. I think this is very helpful because the priorities and what were looking at in different weatherby sfgh or zuckerberg sfgh or laguna honda or the whole network it gives us a chance to take a look at at how in fact they may be crossing onto the scope and we can sort of address that based on some of the measured outcomes or plans of improvement or whenever. That weve done within a unit. So this is really really helpful. Pertaining to we take a look at our overall picture. Am i making sense of . Absolutely. I appreciate your saying that. Because one of the things we have discussions with our consultants at roanoke about their not accustomed to working with someone as unique as we are in terms of having this broader range of services across many different Service Lines in clinical areas. So, this is their best attempted to work with us to try to bring some awarded nation, integration particularly when it comes to our Strategic Planning and monitoring and reporting. Thank you. Very helpful. Thanks for the update. The question i have is how does this going to integrate into like the monthly gcc meetings princess . Like laguna honda take that as an example because i remember that when they do annual reports they talked about the number of like, residents like falls or injuries in a set goals like how many percent they want to improve on that. I think that is part of the reasons they get the fivestar. Fivestar, yes. So, are we going to expect that as well for whatever we said here that is going to be how we are going to receive updates in terms of the report . Very timely good i think was last weeks laguna honda gcc the Team Presented their lien plan and it actually shows the dashboard of these particular quality measures. So, the laguna honda gcc will receive that similar to the same at zuckerberg San Francisco general where they have begun to utilize the lien to north measures and their x matrix to do reporting to the jcc. Mr. Pickens is thinking that much for a wonderful presentation. I am interested in the true north. Im really glad were moving forward with getting the indicators compiled and agreed on at the micro level and i assume we will sum them up and will be looking at the macro level. My question is, really, how does the true north metrics either influence or positively or negatively, in terms of risk or gain, potential financial exposure . As we better integrate with higher quality, and certainly good patient care, but does it increase our value as a Accountable Care organization with brass higher medicare rating or are there other potential benefits to north other than we are the filling division we have . So, i will spot when you look at these categories safety, quality, care experience, workforce, financial stewardship, all of those are right in line with where particularly the government is going in terms of valuebased purchasing them a pay for performance. All of those elements of the true north are directly tied to the new reimbursement methodologies that are coming down. So, i see it very much being in accord with our ability to become more Accountable Care organization. If we are able to achieve the true north metrics, then i think well be well on our way to operating with these new alternative payment models that we are seeing. Related to the alternative payment models animal where of the medicare star system, is that relate to the whole Health Network both outpatient and the hospitals or is that just the hospital waiting and is there something that measures the whole system orhow are those buckets determined on a in terms of payment level of the medicare level . So, the new star rating that youve heard about is specifically just for erberg San Francisco general acute care hospital. To my knowledge, just for people who were not so, cms now has a new ratings tool they are using. Similar to what had been used in longterm care is now being used for acute care facilities. They have released the first set of data and it shows hospitals and where they are 15 rating. One being the lowest and five being the highest. The report shows zuckerberg San Francisco general in first of four with one star out of five. Thats very gentle of all the Public Hospitals was late among Public Hospitals were five among Public Hospitals. So, that aside, with regards to Affordable Care act and stars, ratings, and are true north metrics as a system is all, what is the interaction between were what is the relationship between our two n. Metrics in any of the kinds of ratings we would have as a whole system . Its a combo mentoring. Commentary. There are hundreds of if not thousands of both clinical and operational indicators that we measure. Either on our own for our own fruition or required as part of our Regulatory Oversight and quality oversight. So, many of these are things that we already record onto various accrediting and quality organizations. But, some are once we feel are really important for our Patient Population as we include those. Im not sure youre getting on my question and im looking at will be resulting in more im trying to figure out what we should be watching and am wondering whether this year few more indicators on the true north report when we combine it. Elected to north indicators that i want to let you know that but as we talked about at San Francisco general for example, it would be nice to also track the stars, waiting and wondering as a Health Network we have is a similar kind of measure. It are Something Like our, you know move towards becoming a Accountable Care organizations in our overall medicare read spin rate. . Is there some oregano also go with us to north rating when you essentially reported out to us the one if im understanding your question is there a network wide benchmark we can use . Suggested in terms of value base [inaudible] to my knowledge there is no systemwide network could bench National Benchmark. Its usually done on service line specific areas like acutecare hospital longterm care hospitals. The rural health. I am not aware that any group has put together one that has four integrated through every system with a National Benchmark cms we coming up on medical rate on those different Service Lines so when i get to north when each of of those to optimize the medicare payment within each of those buckets. Is that what you are saying . Yes. Does that make sense . I think there are some plans that are also ranked in that plans, yes. As we go into having the discussion of our plans for to actually have a plan that this will the metrics will become more apparent because theres a set of those from cms. I also know in Accountable Care model theyre looking at how well for example integrate your behavioral homes and how the vehicle homes are connected to the medical clinic, connected to another hospital. That creates your ac oh system but i dont understand the Payment System how does the quality of your ac oh system reflect in terms of medicares positive rating of terms of giving us more money for the quality of service in terms of the valuebased option. I think that would be something that be worth exploring in the future. Yes. It would be nice to have that as retract those medicare reimbursement rates as part of the true north so we can see the quality part and then the Financial Impact sidebyside. Even in terms of stars or whatever measure thats being used. Through the chair, if i can followup. I just want to make just a brief statement pertaining to this new quote, ranking, quote unquote that has caused some discussion and already the association of american oncologists and also the association of hospitals has shot one or two across the bow here already saying when the cms came out with the original subsets of how we are going to take a look at certain patterns, variables, of care, whether be from all servers to remember it was like five pages long than with 24 pages long than three pages long and now it is the most onepage. What they are saying is, this is the first profile and we really needthey really need to love and meet and a task force to discuss the unique uniqueness of the patients, the institutions see a specific area, the type of institution, and when in fact resources they have in order to serve populations, and then the measured outcomes based on the number of other variables that will be discussed which were part of the institute of medicine now called the National Academy of medicine. So what we are saying is this was like the first here we are and dont take it as a bottom could of course, the next day to other major groups came out with their rankings of quote, hospitals. Whether whatever paper you read whether be the chronicle to the new york times, to the journal of whatever you see fullpage ads. We arrange here. We arrange here. We arranged there. The bottom line is, each area is been a very unique and we have to take a look at where we are, when was the Data Collected and more importantly, what has been done from point a in order to is sure we are providing the highest level of quality care given our new configuration of what the missions are of hospitals today, especially those that are teaching hospitals. We have graduate medical education and residency programs in nursing programs, pharmacy, etc. Etc. So all these things are in the store again and really i would not use any these quote, benchmark saying wow, lets wait and see. Because is critical while before it shakes down in him sure will come in with some excellent qualitative measures on how we take a look at hospitals and service to populations in the area and im sort of throwing this out because i know theres already been scuttlebutt forget it. Lets be patient you. With thicker look at it. The content and comments. Thank you. Did you i was can respond. So, thank you for sharing your perspective. I think that you thoughts on that. First, as you probably know both the American Hospital association, american of hospitals and the is those issue of medical colleges and universities all have raised concerns you just raised. Having said that, also, in my 25 year expensive healthcare executive, i know there are many variables that contribute particularly for new rating systems. What we have typically found over the years when a new system gets introduced those players that have more robust data systems, Electronic Health records of the past 10 years, data mining, data in a latex am tend to score better. We have that experience battaglia zuckerberg San Francisco general. Many years ago were quality scores were not as good as they are today, but it required us to do a lot of work in terms of cleaning up our data systems, putting in Additional Data scrubs and making sure were coding a properly documenting appropriately. To make sure that we were getting credit for the good work we were actually doing. So, i think its an opportunity. It gives us a starting point and one star where no one wants to be and no one wants to stay. We will do everything we can to make sure that we go up in that rating. Thank you for that. I mean in the knowledge meant of the importance of that. Because i think we all as a group have a lot of work to do. None of us are satisfied with that but i think if we step way back in the narrative of healthcare, what is going on and we talked about it before. It will lead into a couple questions i have. Is that, the federal government is genuinely trying to figure out how to control a crisis in healthcare spending and concerned about the quality and care delivered. Thats where valuebased pricing, valuebased purchasing and pricing and all that comes from. It is legal and i think we ought to assume its coming like an incredible freight train. We have seen it in the gcc in reports at San Francisco general zuckerberg q3 and the fines were getting i mean not sorting quality benchmarks and for sure as you suggested their tweaking them to make them fairer and to understand the implications and to really incense behavior that we all would like. But we they are real and theyre going to get bigger. The consequence of that is that the amount of funds flowing to performing hospitals will go on and allow them to invest in better systems and better data. So that they continue continue to perform and the one star places will get less funding and it will become a have and have not system. That is kind of what is out there and coming in i applaud you guys for keeping your eye on that. Because, to ignore it as at our peril and much deeper in this book you see how the amount of general fund increases dramatically over the next 10 years at current growth rates. That would be a vast underestimate if we cannot get to better scores. The consequence of that is we wont be able to do as much as we would all like for our population. So, that leads to a couple of questions. The first is, what are your concerns and our ability to improve . Like, what are the things, you know, we should be aware of and say these are barriers to us being successful in this . That if you are us, you would come back to repeatedly in our discussions . I would say number 1 2 we have the infrastructure to be successful. I would urge you to continually to ask us, do we have the resources that we need to produce the results we want and how are we using the resources that we have. I think that is something we have particularly over the last 23 years have taken very seriously. Because we all as Leaders Within the department recognize that our biggest priority was to get a new Electronic Health record, we all exercised extreme judicious fiscal restraint would last two years in terms of making sure that any new requests were ones that were going to either support the Electronic Health record or support our ability to be good financial stewards. Either revenue capture or expense reduction. So, again, i think with all the pressures particularly the extra pressures were getting in terms of moves towards valuebased purchasing, Accountable Care organizations, plus, the internal pressure in terms of decreasing our growth in the city general funds, is making us all more aware of the decisions we make that they have to be ones that propel us to being as financially sound as we can so that we can, again, continue to do as much of the good work are currently doing. Thanks. Another observation which i think is worth thinking about, which is, you guys live and breathe this wonderful lean philosophy and approach. Its really taken off and you and your team deserve great credit for it. Those of us up here have an instinct about it because you been educating us and some of the language, but we are not versed in the vernacular in any way. Then, you take who we are responsible to and this sounds like a foreign language. So, one of the challenges, i think, unfortunately, numbers help with that, is to really try and distill down, not just the process, but lets shine a light on what are the results . How are we doing against that . Entered is still much the thousands of things, which are required within the organization because of the complexity, but really come back to us with here are the 10 things that really capture and integrate all the other great things that are going on in these are the things which we ought to come back to frequently to know how we are doing on our journey to get us to a place where we can genuinely say, we are delivering the kind of care we are proud of. So, because its a challenge good when you come to this intermittently to really have a sense of, well, how are we doing . I appreciate your statement and i feel the same way having gone through this lean journey. I think we can get there, these two n. Measures, i think, are the more concise measurements that we will definitely either we will be bringing to you about 56 or 57 of them but we think the top five, 10, or 15 of those to determine which onesyou are going to see ongoing reports for all 56 of those measures within the true north and thats been the measurement to determine whether not we need are 70 go. We will figure out as a team what are the most important. When we start seeing those numbers against objectives . So youre already seen them get zuckerberg San Francisco general is already reporting others could they were the first ones to lead in laguna honda adjustable bears out. At our last jc. You will begin to see them there. But those parts of the network that dont have a gcc you will begin to hear them either to the reports they give at the Community Program committee or when i come to hear good when i come here i willwhen this thing is finally i could find today and were getting all the support topic presenting them here. So my request would be when you present them, if you could highlight those which represent significant indicators that would improve our valuebased services. So, which are the ones tied to us either bringing in more money or having money at risk because those are the ones that i think i would want to make sure we really hit particularly if the within reach and as working out one to prioritize all these allwe want them all but some will bring in more money. Some will improve another system thinking im kind of interested because of our aco environment rainout in the specific question of linking these performance outcomes to various either cms medicare stars or whatever financial drivers is i think that is mr. Singer is aimed the future of the game. A little asterix. Watch this one. Then commissioners thank you for the great feedback for network director. Also, i think as we have our planning process i know our cfo in the audience listening to the kinds of questions youre asking about finance. So we may be able to catch touch upon that when we do that conversation. In october. Well done. Should we move on commissioners . Sounds good. Thank you. Look forward to our next meeting. They do commissioners. Item 9 is the Health Impact assessment Single Room Occupancy Hotels in San Francisco. Theres a resolution doubly introduced today. Will not act on this until the Committee Meeting on september 6. I just note today is just discussion. Welcome. Cindy, thank you for presenting. It would be good to take a step back for a minute with a commissioners just to talk about assessments and the kind of assessment to do for that. Sure. I think everyone can everyone hear me okay . I have a little bit of a background in the report in all meant that if thats okay . Ingrates. Good evening commissioners. My name is Cindy Comerford and i will work in the office of policy and planning. Also direct our Health Impact Assessment Program. As you may know, we been an integral part of low Income Housing in San Francisco. Although tenants of as of those vintage bombs for a long time out rising rents affordability issues with building repairs increasing homelessness, and also spiraling drug epidemic, has caused a lot of issues with sro operators on sro tenants. We started this project in late 2013 at Health Commission about a year and a half ago i came and gave an update and here to today to present our final report. This is the draft of our Health Impact assessment did so today im here for three things to give you a status on the final reports. To get feedback and comments on the project and also to get feedback on our proposed resolution that we are hoping to get for our meeting in september thats going to be in the community at the tenderloin where there is a very high density of sros pacing problems today. Celebrate background on Health Impact assessment. What is a Health Impact assessment . Is also known as and hia and why did we do one on sro. They held Impact Assessment houses about what the potential Health Impacts in a policy plan or program before its built were implemented. As many of you know, the health of women has a very unique role in sros. When we started this project we were one of the only cost of funds in the us that housing program. We used sro rooms to place Homeless People off the street who are hot program. We put patients leaving our hospitals in sro rooms and we also have people grabbing Homeless People enrolled in care they go into sros. In addition, and other Mental Health branch we also have a Code Enforcement then inspects sros for Code Enforcement and habitability. So over the last three years the entire Mental Health branch was talking about ways to convene stakeholders to mitigate disease and issues with tenants. Disease and injuries and as i was good at the same time the whole commission started talking about Food Security in sros. So we came together and presented some of the work that weve been doing. We realized, because of the complicating factors about expanding Food Security within sros that included building conditions, Vector Control and supportive services, we were kind of take these two processes into different directions. So the San Francisco Food Security task force did a very specific survey of residents of sros around food access and we decided to take a very broad approach. Just looking at all the different policies that can really improve the health of tenants. Our goal of this project was to achieve Better Health for sro residents through public policy. So thats and what brought us here today. I am going to briefly talk about our process and outcomes are hia. Again, this project officially started in september of 2013. When the commission of commission, passed a resolution asking dph to do Health Impact assessment to see what can improve the health of tenants of sros. Typically, but not always, when we have and hia we usually start off with a policy proposal or program that were going to evaluate. In this case, we do is no discrete policy were target propose. So we went to a very extensive exploratory outreach process to determine which policies would benefit from the most from an examination from and hia. Upon section of this project, we reviewed a lot of material that was already in existence from hsa, different nonprofits that i published report and the health department. Many other parts of the that were barely old. So we were able to get a better sense of People Living in sros in the landscape for baseline conditions. Just to provide you with a little bit of background, on sros, the majority of sros in San Francisco were constructed right after the 1906 earthquake. The highest density of sros are located in the 94102 zip code which is the tenderloin and civic center and the second highest density is in the chinatown mob until area. The number of San Francisco residents that live in sros are somewhere between 18,00019,000 group weve approximately 580 sro buildings within San Francisco. 50 of these received public funding through the city and the remainder are privately owned. The publicly funded buildings account for about 24 of the citys inventory of sros. The mean age of the residence of sros are 55 to about 6575 of people of color who live there. In 2008 when youre citing percentages are you sending buildings or percentage of residents [inaudible] blastocyst is examined to with the percentage of residents. How many residents and other sros in total and how many sros total . The number residents we dont have an exact number between 18 and 19,000 residents. Theres 580 buildings but the number of units is probably around you know it should not match technically the number of residents. Their single occupancy but we know that unfortunately, in areas such as chinatown the mission, we know we have families living there. Which kind of leads me to my next statistic. When we matched when the School District matched the addresses of students we knew there was about 1000 students living in sros. Also s [inaudible] is a Planning Department has a very distinct size of an sro. To qualify as a kgb biggeri dont remember but im glad to just an educated guess would be like a 10 x 10 room. [inaudible] it varies so much. There are some sros is like Tourist Hotels built six sro rooms in this entire buildings that will have to item 3 probably 200 would be the highest good to expand. Stanton also into 08 when hsa generally report we matched the addresses from our Substance Abuse treatment clinics that matched about 3500 addresses. From People Living in sros. Also, at that time, the cost to our Emergency Medical Services again this back in 2008 was 2. 15 million. Backup gives you a little bit of background about corn on in sros. Also, in a location within a fourth of a mile about 67 of our alcohol outlets are located. 70 or pedestrian vehicle injuries take place in also about 60 of our crime happens within the fourth of a mile. Its very harsh conditions in which these people are living. After we concluded our luminary baseline condition analysis, we did 22 key stakeholder interviews that with people of dph, other city agencies, nonprofits, sro tenant advocacy collaborators and also people who are privately within sros. Produce this kind of luminary report which is the appendix of our final report the kind of came out with five main themes that we saw. Which were really around building conditions, supportive services, housing fix, real estate pressure, and about healthy eating. Interview such a Broad Spectrum of stakeholders really enabled us to first better understand the common trends and policies that could benefit the health of residents in sros and also more efficiently lead and train sessions and research in scoping. Like i said, this final report is included in the appendix are hia. After we completed those 22 stakeholder key stakeholder interviews, we convened three advisory groups. One Advisor Group was made of of dph second one was made up of nonprofits and then i last one was made up of city agencies. This represented about 30 different city agencies and nonprofits that help this really identify key issues. What we do with these advisory groups is we asked them specifically what types of projects or plans or policies would most improve the tenants of sros. So from these advisory groups we ended up with over, i would say, 35, 40 different policy proposals that we could use for Health Impact assessment. So what we did is we took all of the policy proposals and we used a screening tool to score them. And rank them. We use the screening criteria that had used a matrix that was a screening criteria than 30 different criteria that we link to each policy proposal or program that was suggested. The first criterion always was, with the clear open decisionmaking process for this policy . Then we look at defending such as timing the resources, feasibility, whether cohealth benefits. Basically we had since we could not put this on a slide, we took each policy when a cross and we score them. We ended up doing is we came up with so many terrific oppose policies and projects and in our report we kind of documented the top 15 but what we decided we only will he were able to go through and look at a couple of them in the Health Impact assessment. So, last time i presented this was kind of where i left off. So we had yet to select the policy. Based on our Stakeholder Input and screening criteria, and what we thought was feasible, we came up with the three somewhat related policies to examine that one was a ordinance amending the San Francisco of code that would define sro and either require an sro operator education on compliance with Health Housing and fire codes as a condition for certification of sanitation. Basically, each year not sros, but Tourist Hotels have to do that compliance or certification. This would be kind of expanding this the criteria for this including sros in the which training would have to take place. The second would be a ordinance amending the San Francisco administrative code to require sro data on structural element of the building as part of the sro annual unit usage report. Sros rre required to do annual report with nato how many rooms they have, the average price of a room, but it would be helpful if we are able to collect more information to other rooms 88 accessible . To their microwaves . To that refrigerators . Is we can do Better Placement in sros. I last policy and want to look at was having dph engagement in data system with bdi. In addition to the health department, doing inspections of sros, theres two other departments. The department of Building Inspections and Fire Departments get three different data systems that dont talk to each other and we really thought that we could benefit not only the buildings operators and tenants by having increased compatibility in coordination. So, after we selected those three policies, we moved onto the scoping stage of the Health Impact assessment. The scoping establishes the foundation which Health Impact assessment is conducted. Its really about the designing and planning phase of hias. During the scoping phase the team kind of identified the key issues that need to be examined within the hia. The different populations going to be affected and the methods that we would use to do that. So we try to again engage stakeholders in this step. Two meetings were held to one was back in dph which included multiple representatives from the environment so health branch, housing and Homeless Services, and we had another meeting with the City Administrators Office department of environment and also why firms that represented a lot of tenants from sros. Due to the time constraints we had each content of either one would focus on sro operator training the other group focus on the Data Analytics and kind of the main goal of this meeting was to draft scoping diagram. Which is shown in this slide. We can look at the Health Outcomes that would focus hia on. So, if you look at the scoping diagram, it kind of breaks down this is just specifically for the operator education as an exampleit takes down the proposed policies and walks you through primary secondary and tertiary effects that would come to the house comes of trying to change or augment improve those types of policy i mentioned to slide to go. After completing the scoping phase we go into the assessments phase phase. This is the meat of the report where most of the analytics and analysis take place. This is where we look at the policy proposals and see if they would improve from the Health Impact from the scoping diagram i just showed. We are not really examining the specific Health Impact that what we are doing is kind of linking the mediating a fax to the Health Impacts. So we deployed mixed method approach which included Data Analysis empirical evidence from literature, focus groups and expert opinion. Next month going to discuss a couple of the outcomes from our assessment. We did a more Detailed Analysis on the baseline conditions. In the beginning of this presentation i mentioned the sro on average are a lot older than the building stock in San Francisco. So, the mean age of an sro was built in 1909 compared to the rest of the Housing Stock in San Francisco which was eating age was 1927. Again, the majority of sros, 80 of them are located within six zip codes. These codes often, the tenderloin, bob hill, south of market, patient, chinatown, north beach and russian hill. A large portion of analysis we did focus on Code Enforcement in sros. As you stop our policy proposals but dumbly focused on Code Enforcement so we look at a lot of stuff around the buildings and how better use of enforcement data can hope the city make better decisions. The most most of the violations in all zip codes had about between 05 violations issued between 2008 and 2012. Its very common for sros the violation issues. The higher zip codes which were in the titling and south of market at the highest proportion of violations receiving over 20 violations during the fiveyear period. The most common types of violations that the sros were cited for was around animals and pets. Things like that bugs , mold, refuge which is garbage, defendants of sanitation issues and also structural conditions. This map here that is shown, the larger circles kind of show the density of violations of the sros. Next, we look at the Neighborhood Health status and the specific Health Outcomes of sro residents cannot be measured directly so therefore, the sro health was assessed by calculating hospitalization and er room emission rates for the six zip codes that contain the majority of the sro rooms. Hospitalizations and er admission rates in those of codes that contain the majority of sros, show in visual art being treated at a higher rate than many of the same house outcomes associated with most common violation types i just mentioned so this includes adult asthma hospital hospitalization rate which were nearly twice the city average. Copd rates three times the city average. Er admission rates for falls which were 23 times the city average and also er admission rates for selfinflicted injuries were 34 times the city average. The zip codes which in the tenderloin experience but the highest rates of hospital hospitalizations as well as violations. While the same hospitalizations may not be all attributable to housing conditions, they do indicate the resident population in those neighborhoods may be particularly vulnerable to the impacts in the sros. We also met with the chief medical Examiners Office and they gave us data from 20142015 and we saw in 2014 35 41, 85 , of the accidental deaths that were investigated were from drug overdoses. In 25, that agrees to 95 . One of the concerns of the medical Examiners Office was these people were social isolation that these people were dying alone in their rooms. So, based on the Neighborhood Health status and the design conditions kind of supports that evidence that residents living in sros have numerous one ability factors which i just mentioned. The lower income, people of color, older age, as well as Living Conditions and buildings and communities with more concentrated environmental and behavioral we specters. That really contribute to adverse Health Outcomes. The combination of the demographic and environmental vulnerabilities we know judy to fourth Health Outcomes. Also increase hospitalization rates. We really feel like they could benefit from targeted policy changes to protect and promote the health of residents. So, last part of our assessment is we actually met with sro operators. We did some targeted focus groups to evaluate the effectiveness of an sro operator training. These were an efficient way to understand from the various operators to test their knowledge, their attitudes and behaviors associated with sro conditions and tenant policy. The groups were able to identify best practices, challenges, and really help us suggest potential policies. These focus groups were also augmented by a couple of other key stakeholder findings where we needed additional information. But the focus groups revealed was that actually sro operators have adequate knowledge of the housing codes. So, it was unlikely that having a training that just focused on housing codes would improve the health of sro residents. The participants did speak about their fragmentation of the Health Housing and fire codes and they really expressed the need for more centralized information and a better understanding of each agencys role. Dsl operators did really lack knowledge and practice of how to work with tenants and housing issues that resulted in tenant behavior such as hoarding and bed bugs they were not really aware how primary Health Outcomes are poor Housing Quality work related. So such as asthma or allergies were fires or burns. Mental health was also seen as a Significant Health problem as well as the aging population and associated health issues, and drugs and alcohol. There was a consensus is the nature maddock increase in Mental Health issues over the last five years and that the notion of extreme tenants one tenant kind of causes most of the problems for sros. This was a big problem for the operators. So, next i want to the Assessment Part i forget next look at the data analytic part of our assessment and this was specifically just on by looking at case studies looking at our existing conditions and expert opinion. In case studies and existing literature on kind of open data strategies dont really demonstrate they have a direct impact on health. But these types of situations can lend themselves to increasing efficiency and Public Health operations, improve data quality, timeliness, usefulness improving data access also promote transparency to government agencies. Also, case studies demonstrated that didnt alone dont lead to a vast improvement whether interagency working groups informed to continue quality women coupled with Data Analytics and strong leadership are the approach that works best. So, based on this the outcomes for analysis we came up with five different recommendations and other Health Impact assessment. So the first was a mandatory training for sro operators that focused on successfully working with vs road tenant population. Increasing their knowledge of Health Outcomes in understanding the role of city agencies and management best practices. Sro operators really need to have the knowhow skill and tools to address problems that they are facing. Without adequate knowledge sro operators may not be confident enough to act to resolve the issues of that theyre having. In Research Really indicates mandatory training for much more successful and have in the past shown a reduction in violations. The second recommendation is the creation of a culturally competent and consolidated education materials for sro operators. That would serve as a onestop guide for them. Given the diversity of operators roles and responsibilities this onestop guide would touch upon code compliance, city Agency Information attendant support. For example, how to get in touch with Adult Services or something where they can go to one piece of information to quickly answer questions instead of typically they would ride on relationships they build with inspectors and they do not have anyone to handle the problems they have. The last three recommendations kind of our focused on the data analytic part. One, that the recommendation was to standardize and automatically push housing data including their collection of sro facility activities. As i mentioned before, theres no consolidated wait to find inspections and violations of housing let alone sros in San Francisco. Dbi nl department kind of have it separately on their respective websites. So, we think kind of consolidating this kind of data publication could improve in the visibility of activities in the housing inspection programs and then the kind of users of this would be the departments of health, Public Developers Property Management and also tenant advocates. The fourth recommendation is to include Data Analytics into our Business Operations we feel like performing analysis on this data will improve the inspection process and our internal business processes. Right now, were we can kind of measure violation detection rates abatement rates, and abatement fees, this way the department can better understand the capacity by reviewing this information and frequencies and adages and can help understand where the resources need to be targeted. The last recommendation is to create an interagency data housing data subcommittee to establish and track these metrics. Expanding the coordination between the Housing Inspection Department to facilitate the department to share best practices and observe whether activities overlap and improved enforcement and coordination of different pieces. Currently like i said theres not a form to kind of discuss these housing processes. Those are the five recommendations that were resulted from our Health Impact assessment. This was our fourth presentation formal presentation of this report. Our goal is to spend the next month presenting it to our different stakeholders and getting feedback on the report and the recommendations. Kind of our next steps is again, getting feedback from stakeholders on a recommendations. We want to finalize the report we need to get a little more information about the medical examiner on kind of the some of the best data were going to integrate into the final report and we want to communicate the findings and we are working on evaluating options for implementation and funding. For the sro. So that concludes my presentation. I am happy to take any questions you might have. Commissioners were getting ready to go into the coming meetings and one of the reasons want to focus on this is that because you may hear a lot about this in our meeting as well could also, can you keep close to the issue of drug abuse drug overdoses in a Mental Health issue and recommendations would come from it because thats an area i did not see heather recommendation, two. Yes. Thank you for the presentation. So, having been somebody who worked in sros in this data is not a surprise. Unfortunately, i think its kind of disheartening to hear the conditions since the days of hiv epidemic and the findings we find at the [inaudible] hotel have not changed that much. So, my first question is like, when it you were conducting these interviews and assessments, were there any sros that actually stood out . Lake the model as like the model as a row that others should follow best practices . Thats a great question. There wasnt a specifically and as i wrote that stood out with were best practices and promising practices that stood out. They did report like you remember all of them offhand but they did give some examples. The one example was around composting and recycling. How they were really able to successfully implement that within their programs they had a lot of support from that apartment of environment can they be training they gave finds. It was and they were saying how they successfully did that and change that. I know thats not reallyit does actually affect the tenant house and behavior. There was one example they gave as a best practices of making changes. I still have a few more questions. Another question i have is are these all as those call themselves hotels because i still think that is kind of in irony because hotel is not meant to be a permanent residence . So, the terminology for sros of berries. Where we are actually working with the planning diamond ring out to make sure we all have a standardized definition. Some people as arose. Then its residential hotels. Theres all these varying names but yes, i think this is one name that is common, may refer to and they still have different rules and regulations in terms of how long they can stay in one room for some of them they dont but after 30 days a residence that lives in and sro gets to be attendance. So, basically what happens is a lot of the sro operators, not a lot but some of the ones they tried to do some occult musical rooms where they try to shuffle them from room to room so they never get tenant rates. So, thats like, how does that affect stability affect their wellbeing . Im curious about that. Theres a lot of that happening as well. Right. That is something that im in the building inspection and there is an sro task force that is been working on that issue specifically. We didnt ask a lot of questions but im sure the unstable instability of having to move creates a lot of stress in the tenants alike. That is something that that is been an ongoing problem for a long time ago that the city has been trying to resolve that in making sure that does not happen to tenants. So we did try within this as a look at things that were policies that were in the jurisdiction of valve department. But, like you said there so many other problems we were not able to really touch upon. Yes. I get that sense im getting it so complex that we really need to really completely liked what is within our purview and what are some of the other issues that we really needed to invite partners to like, San Francisco family to really look into. So, i appreciate the report. I know that you also mentioned about pasts and what with the responsibility for the sro operators when there is like an infestation happening . Like these rooms are in such close proximity the one once it starts its like wildfire. Dsl operator to abate any of the past problems. Different issues arise from tenant behavior that sometimes make it difficult. Is as part of this transfer example recording the were people very reluctant to let people into the rooms or dont want to move or just very scared. So these are types of issues that we want to help people with so they can better resolve the past issue. The specific like test integrated management, we know how to do. Theres best practices out there. But a lot of times the problems with the tenants prolong the issue were not able to access one of the things we did do commissioners to we added a social worker to our environment a hulking two connected to our Mental Health system so when they do find some one thats worrying or an issue of Mental Health status post that connected work with them. Part of the Behavioral Health system. So they are able to bring more service to that individual and try to engage vertically around porting that could end up in being an addiction to so they work towards that. Saliva controversial question did because 50 of them are like city run at sorrows. The city gets funding two. Other comparisons to see the difference between those and those that are not supported by anythingey . Thats a great question i know were looking at defining as osgood when our environment or Health Database were making sure with all the as is properly defined and were going to add those different ones in which one received city funding, which ones are supportive housing. So, in the future we can do those types of comparisons and maybe develop more targeted programming. Thank you. Its an excellent report. I think especially the of the different agencies coronation of the different agencies and how youre proceeding in the whole history that is really really well done. The only thought i would throw out is sometimes whether the sro the sylvie or the owners or the manager, etc. , when there are certain things happening in this is true for a lot of seniors who are living in their homes were here in the city by themselves, and a problem happens like something dealing with the facts or issues, bed bugs, etc. Etc. , were electrical problems, etc. , were donal required pertaining to earthquake proofing at some point of homes, rooms etc. , but this city before especially we should provide a list of prevention or who would be good responders to help the situation . I mean, as an example, if your sidewalk was broken in front of their you get cited weatherby a hotel, home, and center at such a apartment and the city would list those companies that are then certified by the city and list the cost what it would be to fix like a flag like 125. Im using this because others will call, not seeing a list of knowing theres a list even available, and they may be charged 350 for a flag were to inspect that they will inspect call up someone from here and theres no list of saying who has worked with the agencys programs before who could be considered. The whole list. The same thing pertaining to theres a lot of concern about earthquakes and how do you find a good Structural Engineer or have you find whatever. All the focus is on the big apartment but it can be happening in the smaller ones, went out. So as we move towards this, i think if there could be a list like you that upon the public by dbi, whatever in i know theres been calls. I then asked my call them and find out if theres somebody who could come to work on the old the taurean house where they have some sick kids and elderly people and theres no list. Typical berkeley the school of architecture, whenever . As a discussions i think it might view helpful. So instead of getting the multi language information to owners of the sros and other agencies, perhaps that could also be like a consumer list certified like we do with our inspections food, etc. Because these are clinical pertaining to the house. If youre still if your stove goes wrong if your water is leaking, whos on the list saying that, they have worked under good rankings or they could call them and the list of whether there multiyou know what im saying. Yes, i do thats enough but it would be helpful both for the outcome of tenants living there were the families were the seniors who are living by themselves and their phrase to get anything fixed because theyre afraid they might be ripped off by some of the good its a real wheel problem. I think. A challenge. Absolutely. I cannot agree with you more and i know from last year on mold issues trying to put together a list of reputable contractors, we dont really have one. So, thats a really great suggestion. I think it something we should try to incorporate into summer Art Materials to help the sro operators make quicker and better decisions to fix their buildings. Thank you. Excellent report. Thank you. Thank you for this. For me, it is very always here when we first started talking about this issue and had this and decided this was something we needed more data around in this Needs Assessment needed to really take place. I remember thinking when we go tell those people to stop clean up those places and some is very straightforward certainly we can fix all the as are all operators and this is the rule and ill get penalized and will you been able to showcase this is not just about the rules. This is collective impact and it is harnessing the power of several different units in the city. I think that i very much like the idea of providing resources, addition to the resource my colleague just said but i think we need window for the residents. Once copies of information for them in different languages and who to call and what to do and those kinds of things. Maybe there already is Something Like that for them . But, it seems that would be the counterpart. As well as the same kind of those who want to come, educational classes about what is occupancy versus tennessee . How can you prevent that . What about those in place the really, some proactive just like because i think its a great idea to do it for thebecause the fact of the matter is, we do need to make some assumptions that people didnt want to live better and the managers do want to live better they want to collect if we do this that it anyway we can do that on all for that. I think this was cool. So thank you very much we do have and as a group that come together to advocate residence, get the place to think about doing that. You probably are several collaboratives provided resources. I think recently pdf had a special on sros and a lot of people that live there are immigrants populations are there not familiar with the laws. The teacher they know them and multiple languages i think is important. Notches giving it to them once. My own house i lose things and i dont know if it will is like. Going back i think theres a lot of people that are not part of theyou know, theyre not they need to have access to that so maybe there needs to be just a further push to continually provide material to the residence. Thank you. First of all i like i love this ecological approach. I think this is what the Council Endowment has talking about in terms of Healthy Communities and building our communities for a long time and youre focusing on our highrisk groups communities inasmuch is the as arrows represent blocks of our communities. I just really important. I love the heat map that you have. I love the scoping the which i think is a wonderful logic model that youve created. It will be clearly identifies us as primary prevention that youre targeting. I like the analysis you did in terms of how you went by methodically choose the legislation regulations guzzle was evolving questions i was hoping to ask of you considered kane changes various regulations and things and you really looked at that. So, because of that, i just want to make sure that you are going to be able to sustain this effort. This is again as mr. Karshmer talked about a collective impact which we know takes time. What kind of measures do you have for the sustainability of this project . Perhaps everyone jumped on board and agrees to sign this and i have one other comments after that so, my hope is that eventually as part of this project would get legislated. It would be institutionalized within the mandatory training. It would be something that operators would have to do every year but i do agree with you. And other commissioners. Something we just get you once did get to do it over and over again. I think its really important also since a lot of these proposals are new and have not been tested, that we have to create a very strong evaluation and Monitoring System whenever we put in place and make sure that we incorporate this in our funding in our workforce that we put towards that. I think thats one of the key tenants of the Health Impact assessment is that you continually evaluate and monitor the results. So i think that something were committed to doing. I hope you and dr. Percy will look to sustainability funds because you are for this month, my newest favorite dph initiative. [laughing] this month you are my. Letters from members of the resolution and if theres something also in that resolution if you like to add to that that is how we also will make sure it continues to be a priority with regard to that, i might ask that there be consideration for the next draft of continuation of funds or at least follow the next steps. I think you are reallythe program really entails following the primary prevention aspects of primary effsecondary effects to you media fax it does the planning process i think will continue and that is that. The issue is the recommendation from this assessment because this has many different types of assessments that cindy has been involved in an these recognitions aware you could also in that resolution at a recommendation if you like. But the process, i believe, is already structured for it to continue. The recommendations you might want to look at. You can add that as a recommendation as well to insure the stability of the Health Impact assessment process. That could be added as well. But that is what cindy does it very well ill defer to you and staff whether you think that as anything. That was certainly my intent is to ask the staff is not to be a onetime report that goes on a shelf and we have continued efforts to focus on improvement. These 20,000 of our citizens that actually have Chronic Health problems in very large burden on her Health Network. The second thing id like to ask is that at the level of prevention, at least where we look at regulation and perhaps fines and inspections, it seems to me the crux of it it really is based on voluntary participation it i can go to a train but whether i do the work or not is going to be based on my market incentive as a landlord to wanting to improve my building was whether i help my landlord by giving them the right information as a tenant that is approves improves my eventual living condition. So that that somewhere in this meaning this is a fixed an issue that we may be the left problem focused to look at the ways in which this initiative can increase housing value both for the tenant and the landlords. In a way that at the end of this, there is an effort as a component to improve the housing for everyone by the limits get a better Building Work more tenants that take care and respect the property better which is great and then the tenants get the timely service. My understanding is we have an apartment when tenants paint the building achieves the water heater and dont do the rugs from those make for great incentives and the landlords that allow that make great landlords. Some way, guinness part of collective impact, we could find this not so much as prevention and problem solving but actually help promotion and genesis on a Community Level that would be something i do see might add value as a fixed resolution. We want Healthy Communities and not only tenderloin but throughout our sro system and in all the ways that we define health. Thank you. I do have another question it when we talk about azzarello operators are not necessarily the owners of the buildings correct. We did meet with owners that are focused by spoke about with specifically with operators could be but a twoday engagement with the tenants and also responsibility for fixing the operational issues. So, thats the question i have is what is the relationship between those sro owners and the as earl operators . I understand the recommendation itself about the training and get them more like knowledgeable about all the issues were resource for tenants, quote what is [inaudible] . To go back to the question is not one typology. Some of the sro owners have their families working to some other times theyre both the same people. Its all over the place. There we could put a lot of time and effort when we were looking at who do we take our time speaking to a focus on people who we thought would have the most influence. Going back to the second, the training would be a mandatory training in order to get a certificate of dedication aged to continue in operation without larger fines. So, that is what i suspected. The second question i have is with the time how do i state markets in San Francisco rainout with that actually put tenants at risk . Like these owners would be decide to get out of the business . They can. In 198584 the San Francisco past eight rental sustainability ordinance where people who own sros cannot close down these housing sites. So, its good and bad. Unfortunately, its good because it maintains the Housing Stock. Its bad because a lot of them dont want to own these buildings they do want to invest in it. John what we are doing is other things were trying to deny me personallyother things the city has all our time to look at how we incentivize Capital Improvements in these types of buildings. So what our goal here is never to have anyone either could work the homeless that promoter style that helps you need give a voluntary system here and you need to really look at how youre going to develop those voluntary incentives i think as part of this the plan. First of all, [inaudible] it has a very large impact on [inaudible]. I would like to also follow up on commissioner patings suggestion that include to ask you guys to take a look at some language that ensures the Resources Available to continue the momentum. Because as we take this as a compliment. The study is a good thing but what we really want to do is now take what weve learned and change [inaudible]. You need resources to do that. Anyone here that . I just had to requests and that was it. Then we can im mindful of the clock. The one is, i would really i think would be great to actually see the real data comparing the performance of vs arose, which receive city funding or are any other sros. As controversial as that data might be, i think it would be good to see it in the near future. The second is to ask you to come back a year from now until is how its going. So, the comparable data probably in about im going to say about two months. I can put together some information to give to mark to give to see you can understand the differences and of course i be happy to come back in a you. Great i also just want to not only pursue work on this report died too quickly just like my colleagues worked on it with me. Megan walsh, she was a senior epidemiologist. Max s on Health Impact assessment coordinator that was with me. Devin was prison made all the beautiful mass in the report. Megan went, kristin rivera, page crews and also apologize. Into the Population Health division is that correct . I woken up and im still hoping to network with to the office of policy and planning in market Health Impact Assessment Program is now under the office of policy and plan but we still collaborate with a Population Health division the present purpose of that commissioners to make sure we connected the policy to the research. Please, send our congratulations to your colleagues. We get the full report was not done that is that correct . Michael b to give you a copy of the full report between september 6 tenderloin commission should also have not onsite mark disputed that to you. So you can have it in advance of that commission and i look forward to coming back to present the final resolution. Commissioners whom i will note that if you have any additional comments about the resolution. With taken into consideration in your requested a changeling was again back you to consider small improvement grants some of these operators to move beyond their threshold and making those commitments that . There were several policy proposals that focus on that. The puc and department of environment are looking at grants specifically on Energy Efficiency that can help improve the building great. The next item commissioners is other business. Surely if you have any other business . Okay. We can move to item 11 joined comments Committee Report on commissioner pating check the july 26 jcc meeting which i want to thank you for. Was my honor to chair the joint commission joint conference committee. The Committee Heard the regulatory of air Quality Council report the rebuild transition update the Hospital Administrator report and Patient Services reports. Hr report and medical staff report. The were no mockable new findings and reports are published on the website. In closed session the Committee Approved the credentials report and the minutes. That was the meeting. If item 12 is Committee Agendas the biking note on your calendar i in responding to your request to track your individual requests at the bottom of the last page of the document i now have a table that shows prisons commissioner singer asked her whether the item is on the date and i show when its going to show up at the committee or full commissions that you can see how it corresponds to future meetings. You are reviewing to everyone the magic of how you ensure that things get followed up . Yes. Its no longer a secret. Thank you. Item 13 is consideration for adjournment commissioners is there a motion . Moved and seconded. Any discussion . All those in favor say, aye [chorus of ayes] thank you. [gavel] [gavel] [adjournment] [gavel] welcome to the Ribbon Cutting and Community Preview for there bayview opera house, Ruth Williams memorial theater. [applause] everybody wants to go ahead and grab a seat or find a place to stand. We are so thrilled that the sun is shining on the bayview today. Im tom ducaney and director of Public Affairs for city and county of San Francisco, director of San Francisco parks commission. On belandfall of my colleagues and commissioners it is a honor to welcome you all for the ribbon cutty for newly renovated bayview opera house and Ruth Williams memorial theater. [applause] the city of owns and operates 4 brick and mortar culturalsenter buildings, all of which provide Affordable Access to high quality arts and culture in communities across the city. Built in 1888, the bayview opera house played an incredible role in the ist history of the bayview and beloved by all of us. I want to acknowledge members who are here today who are champions of the building over the e years and arts in the bayview neighborhood. In the front row we have Family Members of [inaudible] Ruth Williams [inaudible] children and grandkids and joined by marry booker. [applause and cheers] and mrs. Doris [inaudible] and her family. [inaudible] welcome. On behalf of [inaudible] you are such incredible parts of making this a great space and arts qu culture hub and place for advancing Racial Justice in San Francisco for years. [applause] we are thrilled to have mayor ed lee with us along with house democratic, nancy pelosi. Assembly member david chui a great campion for the arts in sacramento. We have supervisor malia cohen. And i believe do we have Supervisor Scott Wiener here today . No. President breed was going to try to join us as well. We also have [inaudible] george gas gone. Im also joined on the stage by reverend calvin [inaudible] [applause] director of San Francisco public works, mohammed nuru. Bayview opera house vise president theo [inaudible] [applause]. And also our brilliant Landscape Architects walter hood. [applause [. I want to ocknowledge the San Francisco Arts Commissioner is. We have jd veltram in the audience. I believe commissioner greg chui is with us. Commissioner chuck collins. Kimberley striker, thank you for all your work on behalf of the San Francisco Arts Commission. I also see fellow colleagues here including [inaudible] department of environment. Director elaine forbs joins by Port Commission Vice President Kimberley Brandon and Deputy Director of [inaudible] Civic Engagement and immigrant affairs. Police chief tony [inaudible] policy and Government Affairs for rec and parks department, alex randolph. Board member and neighbor, hydra mendoza and parks commissioner Eric Mcdonald is here. Thank you for coming and being supporters of this project. There are so many people to thank and so bear with me. We have [inaudible] to realize the transformation of the beautiful plaza and osaddress the less visible but improvement tooz the building itself. The project architects walter hood and paul cooper, amy elliott [inaudible] give them a round of applause. [applause] i also want to thank project consultant deborah [inaudible] other members of the project team is [inaudible] elliott who i believe is here with us today. I also want to acknowledge john updike from department of real estate. He is a incredible partner. [inaudible] vision of access to quality, words spoken by late colleagues Carla Johnson for Mayors Office of disability. [inaudible] the Mayors Office of disability was a champion of the project from the beginning and carla was here every day by our side make tg happen so today we remember her. [applause] i want to thank [inaudible] colleagues also from Mayors Office of disability [inaudible] john paul scott. [applause] next i like to thank colleagues at the capical Planning Committee for all your support for all Cultural Centers [inaudible] brian strom and staff from john updikes team [inaudible] i want to thank the city partner recollect public works and San Francisco municipal transportation authority, Mayors Office of housing [inaudible] economic and workforce development. Clearly the project was a city wide family effort and could want couldnt have done it with all you. There is generous support from Kaiser Permanente and [inaudible] here to celebrate. Next and bear with me, this afs very big team work ong this project and can pass it [inaudible] executive director of bayview opera house, barbara [inaudible] [applause and cheers]. Thank you barbara for everything you do every dayism we look forward handing the keys to you next month and you can come and open the doors every day [inaudible] lastly i want to thank colleagues at the Arts Commission who couldnt be here today because he is celebrating her daughters wedding back east, judy [inaudible] does a incredible job. [inaudible] which wh i came on board 4 years ago and it was [inaudible] judy has been the greatest champion and all the Arts Commission staff that are such a honor work every day and [inaudible] of the arts in San Francisco. Thank you Arts Commission staff, can you please raise your hand . I know many are here today. Thank you. We made it through the thank yous and i assure i wont be [inaudible] it is my great pleasure and [inaudible] reverend calvin jones junior from [inaudible] thank you again. [applause] [inaudible] lets hold hands. Thank you god. God we thank you for the time together and ask you to bless this occasion and lord, work and people that have put time in down through the years, we just thank you god for your grace and mercy. Let this be a time where we can come together during the god times in our liferbs and even during difficult times in the city we can come together and see what god you have in mine for each one of us. Continue to bless those in leadership and god, ask that you touch those that are being locked up, too many young people going away. Help us and let us use our Creative Energy [inaudible] amen. God bless you. And now it is my great honor to introduce a true champion of the cultural center, somebody who made a great investment in the city over a life time, mayor ed lee. [applause] welcome to the bayview well, i am so glad to join all you on this moment. I know today is a soft opening, but walter and mr. Cooper gave a walk through of this restored gemyou have done a magnificent job. The whole entire teami know tom went through all that, let me say thank you to everybody but most especially. You know how much we spent on this center . It is serious money serious money like 5 million. That is serious money. Why . Because this is a serious center. It is a bit of historicsenter. More than community history, it has been Family History. I can just imagine a few decades ago [inaudible] running around listening to the [inaudible] get sent out here and say, one of these days i will work at hrc and be a part of the city. I know tim said that because he was singing those songs when we were working at hrc 25 years ago telling me about the history of the community and how much his mother and family were contributors to this. It is Family History along with community history. Thats why it is serious investment. We are also making serious investments in the entire bayview along [inaudible] thanks to the leadership of malia cohen and others who led the way to inform us about the linkage that we have. This is a center of seriousness because i have been here when it was locked up. When it wasyou have to go through locked doors to get from one place to the other. Now we have a floating canvas where the kids go from the theater, from the Historic Flooring that have above it some really nice historic play House Theater type of lights. You can say i can sing here, even though i cant sing. You want to be here to perform because this is where the youth will be really inspired with what the board is doing, what the directors are doing with the programming that is about to come forth hopefully in september when we officially open this up. You wim be proud of this investments. We are making investments not just in buildings but the people of the neighborhood. As i often said, we are not making new promises, we are all together carrying out promises of investing in the neighborhood. This is the bayview and promised when we built [inaudible] we will invest in more. This is another part. You have a new Branch Library and have more to come because the commitment we made investing in people at a important time because we can afford the investments and need to make it now and build more Affordable Housing and prevent evictions and help the homeless and make sure the Police Department is working for the community to do all the right things in Public Safety and da included. All this works together so this investment means something for people. That is why im here today to show my gratitude for the entire team from the board to the director to all the groups working together and to officially declare on this day july 20 to be bayview opera house, Ruth Williams memorial theater day in San Francisco [applause and cheers] Ruth Williams [inaudible] with this i take incredible honor and pleasure to introduce the next speaker. You all know her. She is a champion for our city, a champion for bayview, someone i know that if we got a chance in this country to bring her back she will be our dem ocratic leader, nancy pelosi. [applause]. Thank you very much thank you for your time and for your great leadership of our city and focus on the bayview. I am very honored to be with all you. I was really looking forward to being here but didnt realize it would be on the very day. I always say, why dont you tell us earlier in the day so we can park around here without getting a ticket. [laughter]. Anyway, it is really wonderful to be with all of you and to pay tribute to Ruth Williams. [inaudible] official family of San Francisco. [inaudible] Ruth Williams family thank you for sharing this enthuse amp asm. Carla johnson [inaudible] judge people not[inaudible] what they can do not judge for what they cannot do. The physical accessibility is something very very important and it really is a example to the world when you see the accessibility here. That accessibility is one part of the accessibility. The accessibility to the yung people of this area to demonstrate what is inside of them in terms of the arts. That unleashes them with who they are to be who they are and not to be judged by who they are not. So many moms in bayview and Hunters Point and all over, when i go places, they say Police Support the arts for our children. It is a place where they gain confidence and enjoy work and learn they can do other things, where they find their creative spirit. That contribution is so important. This place is not only physically accessible, but spiritially accessibility as well. Im very proud of [inaudible] the mayor put 5 million and we put in the first 200 thousand and barbara told me without the floor nothing else [inaudible] some of us were together 10 years goy when we celebrated [inaudible] i can say to my colleagues in wash ington it wasnt just about transportation but Economic Growth of the community and now the spiritially and intellectual and cultural life of the community. This is really a cause for great celebration. It is a recognition the arts are central to who we are as a country. [inaudible] over and over again, but more importantly and more personally to everyone here, lets the art sing to the community. [inaudible] every time we come here, one of the [inaudible] always say our community has the word unity in it. It brings us together. A person who works very very hard to bring us all together newly wed supervisor [inaudible] she is a champion for bayview Hunters Point and housing and fairness and safety in the community, the list goes on and on. [inaudible] how beautifully she spoke about the opera house inside and well hear that now. It gives me great pleasure to take the opportunity to recognize the leadership of your supervisor, malia cohen. [applause] well, by god, if you take a moment and take it all in, [applause] you think about what [inaudible] it is more than just a day of celebration that we are recognizing in San Francisco. For those that grew up here, you know what the opera house means. [applause] the opera house was a safe space for people when they were rioting. The opera house was a safe space for school kids to come here. The opera house was a safe space for seniors to come and congregate. You know what the beautiful thing is about today . Is that it bayview opera house will remain all of this. This is tremendous. You see the people on the stage before you . This is our gift to all of you. When i look out here you know what i see . Generation upon generations of people that raised their families, that have been champions fighting [inaudible] i want to take a moment and pay the respect to the [inaudible] to the beautiful namly family of Ruth Williams, thank you very much. [applause] [inaudible] given us more than just a name to put on a historic building, she gave us a vision and she gave us a place where we can continue to teach and pass down our culture and pass on that vision. I want to recognize mary booker who kept [inaudible] alive and strong. [applause]. Taught people how to act and how to project their voice and have stage presence and having stage presence is more than just being center stage. When you walk into a room you walk with your head held high and that is what mary booker taught us. [inaudible] that was right there with her. When i look in the audience i see so Many Service Providers people who dedicated their lives whether working through the bayview Hunters Point foundation or [inaudible] or ministry on the plaza. [inaudible] everyone has a continued role making bayview Hunters Point more than a point on the map. This is a destination and home and community with real culture and traditions we will pass on from one generation to another. We are here to celebrate a wonderful day and historic absolute beautiful building and want to recognize the many talented people who made this come to fruition. It is always important to respond and respect and acknowledge those people who contributed beyond cht we need to recognize Carla Johnson who is still giving from the grave. She passed in the completion of the project and donated a sizable portion to the opera house. She was a city employee. [applause] [inaudible] bar people with disabilities to having access to this building and so this building is so centercenter piece of the entire community. When you think about the construction we facilitated here in this building. Ang leak thompson, belva davis are in the audience and facilitate being healthy. There are tremendous amount of people that deserve to be recognized. I want to recognize sister Linda Harrison who is [inaudible] [applause]. It is absolutely important we connect the dots of once people have left a [inaudible] it is how [inaudible] we are connecting the dots and make sure Bayview Hunter point get a piece of that action. We will build a program to connect [inaudible] right here to this building so we have our own state of the arts arts exhibit right here. You already heard recognition from barbara occul and bayview opera house board of directors but you know who else was pushed to the way side . I know you know him . How many know [inaudible] i dont know where he is but this is the man who opens up the building and closes the building and walks you to your car and cleans up what is left behind. This is a true gentlemen that had our back in this community. He is a unsung hero and asks for very little recognition. [inaudible] [applause] this opera house has been a place where people have come together to advocate for issues, important issues impacting our communities and that is what this opera house will symbolize from now for the next hundred years moving forward. We will be stronger and blessed by this and our responsibility to keep it in the community and keep it for us. Thank you. [inaudible] supervisor of district 10. [applause] thank you supervisor. I want to acknowledge supervisor cohen fl her ongoing support. She committed a number of [inaudible] for the operation. Third on third and continuing to make sure the programs here thrive. Thank you so much. [applause]. Next is great pleasure to introduce a city partner we could not have done this without who works in all the Cultural Centers to make sure they are up to code and Community Ready and that is director of public works, mohammed nuru. [applause]. I am very excited and proud to be part of this project as public works director and long time resident of bayview. This is where i raised my children and where i start my day, this is where i end my day. Im right up the street here so im very happy this project has come to fruition of many years of work we have all been putting together to get to this stage. The bayview opera house is a Community Gem in our community. This is our neighborhood [inaudible] if you can feel the excitement i have, [inaudible] when we talk about San Francisco, those from bayview this is our spot right here [applause]. The work we have done here in San Francisco will continue to make this building serve many more generations to come. As our neighborhoods evolve, it is important to preserve buildings like this to remind us of our history. At this time [inaudible] from our team, one of our partners with sfmta, director riscon, [inaudible] they were very instrumental helping bringing this project to fruition. Please give them a hann. From public works, city architect, [inaudible] lopez [inaudible] who is on site every day. [applause]. Janet [inaudible] they were all part of so many people coming together to make this project. Please give them a hand. A couple things about the project. While we sit out here and enjoy the garden and stage and all the other places, there a lot of details and work that went into it preserving the building. An the other side from the ground level to the top was rebuilt while trying to keep the building together. The building is no very accessible and has 3 bathrooms, all of them are accessible. The stage is has a ramp that you can go in and someone in a wheelchair can actually be on stage and many many of the [inaudible] garden and hear a lot about the guard squn what the design of the garden is and how it came about. You all know, behind every successful project team there is architects and electricians, fire marshal and all kinds of people, so today [inaudible] i want to send all these people, so many of them for all the great work and contributions they have done to make this preservation possible. At this time, i t is also my pleasure to introduce a board member vise president of bayview opera house. She was born and raised in bayview and served on many city commissions and volunteer groups and serves as director of Public Affairs for our own golden state warriors, please welcome [inaudible] [applause and cheers] thank you. I was expecting [inaudible] good evening. This is great. I woke up this morning and was thinking about what i would say and they said i have two minutes and i was going to come up and say it is about time and walk off stage. Many of you have seen this building transform, many have seen the neighborhood transform, but im excited because i can officially welcome to the bayview opera house, Ruth Williams memorial theater. [applause]. I want to particularly thank members of the community because this is your facility as much as it is ours on stage. As malia mentioned this is gift to bayview Hunters Point and the rest of the city of San Francisco and im proud to be a part of that process. So, there has been a lot of build up to this event and as i was reflecting on this i tried to think of my earliest memory of the bayview opera house. When you talk about history and preservation, one person that comes to mind is my grandfather who raised me. He migrated from the south, punchsed a property on third and [inaudible]you remember . And he put all his family in the property. The one vivid memory i have is he would walk [inaudible] pick me up from the opera house and save me from ballet class and [inaudible] it is those moments that shape me. If you look where we are standing to my left you have [inaudible] you have joseph lee jim, 3 strong institutions, cultural institutions, educational institutions in the physical fitness recreation center. 3 vital things i think the Community Needs and 3 vital things that shape the community and 3 things that we need to thrive. All that to say, that we all havewe take the personal responsibility to make sure that there is arts and culture in the facility and not only preserve the long standing history of many folks who come before me but also welcoming the new folks moving to a neighborhood and embracing bayview Hunters Point as their home. This journewill officially begini will say this date, september 17th. You can hold us accountable. [applause]. [inaudible] if you are on the board of directors for the opera house, please raise your hand. [applause] [inaudible] who works tirelessly for this moment and will continue to work tirelessly for the program and for this community. Judy [inaudible] who is not here today. She is for the past 10 years has made this her top priority. Supervisor cohen, when she speaks, when she says she is for the community, she means it. She walks the walk each and every day and we appreciate that. Mayor lee, continuing on the promises that he addressed and i appreciate that and [inaudible] leader pelosi, you are absolutely right it started with 200 thousand 200 thousand investment and built this from the ground up and appreciate that. How many people with a show of hands are ateneded event or taken a class or participated in a program . Keep your hands up because i have another question. This is not the end, this is just the beginning of Something Special and we need your commitment and need you to volunteer your time. Hands are going down[laughter]. We need donations. We need Board Members and staff. This is the beginning and hope all you can come on this journey with us and i appreciate it so much. [applause] before i leave, i need to introduce walter hood. Walter came to had bayview opera house about two years ago . Three years ago and i remember the first meeting. It was chair and microphone. A meeting with chairs and micro phone in the bayview is unpredictable to say the least, but walter listened and carried the vision out that was for the community and you dont get that all the time. Walter, you appreciate you and we thank you. [applause] good afternoon everyone. Dont hold it against me, im from oakland [inaudible] [applause] the next thing i like to say, [inaudible] do fantastic things. I just saw a young man on a scooter come up the stairs and come along the ramp and he came [inaudible] all of our kids should be able to experience all these landscapes. Hopefully in his mind this is not something [inaudible] i like to thank [inaudible] [applause] [inaudible] this takes a village to make these projects. We only have 5 or 6 good projects [inaudible] you think 5 projects in 30 years and i loick like to say it will be great to have this project [inaudible] i want to come back and [inaudible] i want to see performances out here. [inaudible] the building does not [inaudible] thank you for giving us that mission and allowing us [inaudible] [applause] just one step away from the big moment of the Ribbon Cutting. I want to show a couple acknowledges. Supervisor wiener has joined us. [applause]. And i believe [inaudible] give a big round of applause for all [inaudible] thank you so much for your leadership. I want to do two things, there will be tours available for [inaudible] are going to give tours. If you are interested after the Ribbon Cutting [inaudible] there will be tours for Community Members and get information about the accessibility features. The new bathrooms on the downstairs level will allow young people to go to the restroom without going all the way around. This is a [inaudible] at the bayview opera house. I like to invite some the neighborhood young people that are here today to come on stage to join us for the Ribbon Cutting. Can we get some the young people here . Come on stage. [applause and cheers]. This if you are a bayview opera house board member please join us. Our elected officials hydra mendoza and [inaudible] join us up on stage, please. I need you to help us count down from 10. Are we all ready . Alright. Please join me counting back. 10, 9, 8, 7, 6, 5, 4, 3, 2, 1. [applause and cheers] please stay and enjoy refreshments. There are kids and families ever were. It is really an extraordinary playground. It has got a Little Something for everyone. It is aesthetically billion. It is completely accessible. You can see how excited people are for this playground. It is very special. On opening day in the brand new helen diller playground at north park, children can be seen swinging, gliding, swinging, exploring, digging, hanging, jumping, and even making drumming sounds. This major renovation was possible with the generous donation of more than 1. 5 million from the mercer fund in honor of San Francisco bay area philanthropist helen diller. Together with the clean and safe Neighborhood Parks fund and the citys general fund. 4. 3. 2. 1. [applause] the playground is broken into three general areas. One for the preschool set, another for older children, and a sand area designed for kids of all ages. Unlike the old playground, the new one is accessible to people with disabilities. This brandnew playground has several unique and exciting features. Two slides, including one 45 foot super slide with an elevation change of nearly 30 feet. Climbing ropes and walls, including one made of granite. 88 suspension bridge. Recycling, traditional swing, plus a therapeutics win for children with disabilities, and even a sand garden with chines and drums. It is a visionary 3. 5 million world class playground in the heart of San Francisco. This is just really a big, Community Win and a celebration for us all. To learn more about the helen diller playground in dolores park, go to sfrecpark. Org. Good evening everyone. Thank you so much for taking [inaudible] time for our people that have reached out and [inaudible] we will go ahead and start. We are so excited to have everybody here tonight for our 6th annual mayors, i am the future scholarship award. Thank you all for bheeing here tonight. I want to do a few things before we start. I really just want to thank omar and zoe for opening up college track. This is our home and you will help us build and bringing in so many people into the community and making sure they are going on to college and staying in college and graduating and becoming great new citizens in our own city so thank you for opening your home to us, we really appreciate it. I want to give a shout out to all partners. This is not possible with so many partners. San francisco unified School District partners along San Francisco Education Fund and so we are [inaudible] are you in the house somewhere today . Kimberley [inaudible] is executive director and incredible partner and help insures the funds that our scholars are receiving gets to every individual college that they are attending. We have some new donors this evening and i just want to recognize brown and cauldwell and ch 2 m [inaudible] thank you both for coming and joining us and for your incredible donation. Because of them we are able to give out 47 scholarships this evening. [applause] so in addition we have anonymous donors, so these are people the mayor talked a lot about all the work each of our young people are doing to make sure they are getting through college and so we had a couple anonymous donors so want to we want to be there and make sure our young people get through so they also shared. The San Francisco puc, jessica and tracy, i know you are both here and just want to say thank you for partnering with us always. We have 47 young people with us this evening, each will receive 1,000 to go towards the tuition and we want to just thankmany partners. What the mayor wanted to be able to do is not give individuals scholarships and not have anything else to go forward, but instead we connected with some folks that are also giving them scholarships so we can layer our dollars on to their dollars because it makes it go so much further. I want to thank black student union, [inaudible] latin america teacher association, mason scholars, mason of california, [inaudible] Mission Economic Development Agency through the Mission Promise neighborhood, mission graduate, San Francisco alliance of black school educators, the San Francisco foster youth, San Francisco State University project rebound and association of chinese teachers. Please give them a round of applause. [applause] there are two really special folks in the house that i have been work wg over the last year, one is a very new partner and that is San Francisco state project rebound we giving scholarships to epipooal that are formally incarcerated and decide to make a big leap going into college so we will support two of our College Student at San Francisco state and so jason, thank you so much for turning us on to project rebound and look forward continuing to support you. They are expanding to 7 campuses this year because their project is so remarkable they are making sure that our folks that come out of our systems come into our colleges and are well supported. I want to give a shout out to arlet smith with foster youth. Arlet and i have been friends for a long time and talks about her foster youth as if they are her own, which they are. We wanted to make sure many young people that have gone through the foster care system dont get left behind and want to make sure they get supported as well. There are a couple oother folks in the house you should get to know because thee are city leaders who have been really important to the mayor and the mayor relies on them for advise have guidance in the community. Derek and ashly are here from Mayors Office of neighborhood service, theo hope sf. Michael [inaudible] he does the workforce part. Sandra and jen are here from family counsel and big shout out to florence and john who helped put this toorthd. Thank you all very much for that. One other shout out and well get going. This year out of the 47 student we have, 16 of them are going on to San Francisco State University. Allison sanders is here on behalf of president less wong and thank you so much for being here this evening. [applause] every one of wrour young people have graduated previously or just this year from San Francisco unified School District. Here to give a warm welcome and introduce our mayor is Vice President of San Francisco board of education and resident of bayview Hunters Point, shamon, walton. Thank you. First of all, good evening everybody. One, i want to congratulate all of the young people receiving scholarships today. This is a exciting time and was just thinking 4 7 of you if all of you gave me half your scholarship money, i can go buy the car we all want and it will be like it is all of ours but i keep it at my house mpt i thank you for your dedication and hard work on being deserving of receiving the scholarship this evening. Just going to say 3 quick things, young, never be content with average because it is as close to the bottom as the top. To give more perspective, always remember a c is just as close to a f as it is to a a. A c is just as close to a f as a a so always strive for as in life for everything you do. Remember that. Secondly, always focus on persevering and never let anyone tell you you cant do anything and be successful. You should have 124 perseverance of a insect that all us may see and know but may not realize how strong they are and how much they persevere and that sh bumblebee rr. The reason i say that is a bumblebee isnt supposed to be able to fly. You go and tell a bumblebee that. You see them flying traev 7 non stop because of weight and their wings they are not suppose today be able to fly and yet they still fly. Any time someone says you cant succeed or be successful just remember the bumblebee defying the odds. Last, and this is something i always want you to keep at heart is always know where you want to go. Whether you set a 3 month goal or 6 goal or year worth of goals, always know where you want to go so you remember the childrens story alice in wonder land and alice is talk toog the ches shire cat and they have a exchange and she asks the cat for direction jz the cat says, where do you want to go and she says, i dont know. The cat said, well then it doesnt matter. Always know where you want to go because that is the only way you get roadmap to success and where you want to end up with. I have the honor and privilege to introduce the leader of our city and by the way, this is a leader who had to be in charge and had to make strong decisions during challenging time. He is also a leader who spenz the most time that i have seen in bayview Hunters Point in many years so appreciate him for that. He is also a mayor who focuses on making sure that we are not device v and all Work Together to get things accomplish. If you look what is happening across the country and even in the city, it is very important now that we focus on strategies and working together. He is a leader in Affordable Housing, he is a leader in reforms needed for our communities to be successful so all of us have equal opportunities and he has been a leader in social justice and equity. I want to thank him one, for his work and leadership through the challenging time. I want to thank him pr being here for the young people all the time including this evening and without further ado, here is