Heard your presentation, i want to comment on it. The first thing is, i completely support revocation hearings. I dont think that the fact that we can speed up everything and get it out the door and it reminds me for when i used to work for kodak and people would run in and say, i have to develop this right now. And then you see its christmas pictures. Why did it take you that long to develop this but you need it now . Those are the jokes we used to have. One of the questions we used to ask at h. P. How do we know where we want to go when we dont know where were really at. And after hearing the presentation, that really hits me. And the reason is not because any of this is bad, but i think when i looked at the page here under process improvements, product entitlements. I started to say, a, is what we want to do, b, how we want to do. And c, how we want to do. D, what we want to do and its a mish mash of thoughts, all good thoughts. Theres an organization of 300 people. Some people do the work. Some support i. T. Function, they support everybody. So one of the things that we always came up with when we went into organizations was, people assume that if you work 40 hours a week you work 40 hours a week. Its really not the case because people have vacations. People have bio breaks. They read general emails, and you come down to 60 of the hours were direct work and 40 werent. So if you think you have 2,080 hours per person, its not. Its roughly half of that. Is your staffing correct . If they still cant do it in a humanly possible way, its still not going to get done. So staffing and workload are important. That has tos figured out once you pare this back. What is somebody capable of doing the right way . And then ability in education. There are people that may not have the ability to do the functions we want them to do or they need more training. One of the things about training is, just because you give it, doesnt mean they get it. I was involved in organizations and studies where we train 10 people. Give them a test and 8 people understood it, 1 thought it was different and the other was different, and the error rates was the 1 and the 1. You have to understand that it sunk in. The environmental. Blah, blah, blah. The whole process and understand what the organizational structure is. One of the big ones i hear is coverage. So and so is on vacation for two weeks, its a complicated project, so coverage is an issue that i hear about a lot. Because its everybody is so specialize ofiz iized on what w. Process, what do we do and how do we do it . We talked about demo calcs and we had a 40 error rate. So these are the questions that you come up with, especially on complicated things. Is there a mentor who people should be able to go to who knows about this. And we have to understand on these Different Things that you have institutional knowledge. If you dont write things down and so and so leaves the department and they were the expert, you will have a big gap. Cycle times. I hear a lot about cycle times. I call a developer. Developer sends this in. So you have these cycle times. It seems like you are in a loop until you get off the merrygoround and are standing on the ground. I think theres a lot there. Error rates. What are we trying to do . How much is an error . What is an error . An error is something that you knock somebody over the head with it and to get improvement. In your process, what are we trying to measure . How much of that is in and outofbounds. How much of this could be automated. I went on the Small Business portal and i started up because i started my only little business. Blip, blip. Five screens. Pay your fee. Put my credit card in, established business. Is this San Francisco . I expected to have to come down to city hall and wait in line and fill it all out and tell them i was wrong. So there has to be some level of automation as well. And i think once we understand what we do, mapping it out, how many people do it, and the lens of what they spend, what is the percent of effort and what is the benefit . If you rate the process, its what you want to say, probably not worth doing. Why am i doing this. Those are the ones that you cross off the list right away. I think that theres we have a goal. How are we setting ourselves up to get to this goal . I think to everybodys point, this isnt a stressinducing exercise where we have to get there in six months and jam this peg in this hole and peg in this hole. What is the plan to get to, the ability to do the 6, 9, 12, 22 month thing. What changes do we need to make. And what are the changes that were seeing and learning and how does that reiterate and make more changes. They will be discovering things along the way that will generate more questions and more changes. It will get you to your goal and will have a roadmap. You can get people to buy in when they see that you have a plan, rather than punching in the dark. Well go hit e. I. R. S. Well hit d. R. S. How much of the time do people spend on it, 50 . If its 50 , hell, yeah, we need to march off and change d. R. S. Once we start making things efficient, if some person over here does a job and they dont have as much to do, could we put them over here . Its a plan person. I dont know how all of this works, but you can improve things to the point where one group is efficient and one group is struggling and you cannot repatriate those employees to help out. A lot of good stuff here. I would love to sit down with you folks on a lot of the stuff that i said, but you have a big deadline here. You have talented staff. Everybody wants to do well, but with some deep thought on how you get there, i think we can do it. Thanks. Commissioner moore . Commissioner moore thank you. This should be a slightly longer, more thoughtful discussion. Were cramming this in to help you on december 1. I hope that between today and december 1, we can have another discussion, including those comments made by the a. I. A. I believe were all trying to weigh in. It touches each of us and in a certain way, we feel a certain amount of responsibility. As commissioners, i know we feel the responsibility to do right for the government. I took reading of this directive positively, but also troubled by the extent of taking 40 years and coming to the intersection of potential policy failure and challenge the process. What is happening and what is numerically being accounted for is not the result of the last two, three, four years of the Planning Department and 40 years of doing things differently. We need to step back and take the responsibility we can. Use the tools and skilsz that are honed into problem solving of today and move forward without being burdened by too much expectation, which we may not be able to deliver and perform by december 1, but lets engage in processes that are more efficient and more co comeparable to each other. Eight departments need to speak to each other and interact. The city of San Francisco is different than any other cities in california. Its that of more collaborative thinking. San francisco departments has worked as more individual departments, which is called silo thinking. Im not using that word, but its a wellknown criticism of the way that the city has worked in the past. Its particularly a critical intersection, where we as commissioners, and i will be honest about this, where we find each other in a situation where we together discover omissions or things that were skipping ahead because of the information flow between the two departments was not where it should be. And weve struggled with the interstate of technology and that went back to square one. Its part of history, but also an overlay by people when development and pressure comes to a point of where it is now. Are we realizing there are things that are inkocongress incongruent and caused delays. And, and, and. That said, i want to focus on the positive point of the message of the message and thats for the departments to work together. And i want to use examples from other cities in california, where there is in the initial intake a onestop shopping, so to speak, where people from different departments or representatives sit in the meeting when a project comes in and comment on certain issues that will be part of their judgment or ultimately along the line part of how a project moves forward. This is just like im being very vague, but i think that the director and staff knows what im talking about. It could be broader technical input informing each other about what is coming down the line. And there are certain projects where its more important and others for different departments coming into play, etc. , etc. For example, we had a just recently, we had a d. R. , which came back five or six times, near a gas line and Fire Department and water and this and that and everything. And if that would have been discussed day one on, we wouldnt have had months and months and months of this project cycling back and forth. Im making a characture. You nope know what project it is. Sometimes it sets a baseline as to how the project is set up. I think im seeing enough here. I would like to find other avenues and there are other avenues of how we constructively can support the departments work and be faster and i will leave it at that. Thank you. Commissioner johnson . Commissioner johnson thank you. I think to have something more holistically for more of the work that we see, which is why there are so many delays after things get out of planning, we would need to see the strategies that would require what the director talks about, which is dedicated staff to doing this. Right now, you look at the Fire Department as an example, who they may have comments on str t streets or things like that and they dont have a person whose job is to do this. They struggle to staff the Inter Agency Groups and make sure that theyre doing things in a timely fashion, because its not their mission. Theyre the Fire Department. They fight fires. I think some of that collaboration that theyre speaking of will hopefully come as a strategy from the other agencies. Beyond that, when you give up to the policy level, like what do our codes look like, which is where this flows from, i continue to agree in pushing for more collaboration from the top. The plan is really a plan for how to move forward. Its not a, this is how were changing our life and moving on. There will be a number of things in the plan that will require a lot of followup, commission policies, things that you will be hearing about. The second thing i mentioned, the new building, which is under construction, will have a physical onestop shop for all departments involved in the permitting process. There are like 100 stations in that place on the second floor, second floor of that building is Something Like 37,000 square feet. Its a huge, onestop shop for all city departments, which will be extremely helpful. And that doesnt do everything that you talked about, because we have to make it work. The fact that were all in one place will really help. And i cant help but comment on the notion that its been many decades. As several people have said, its not likely going to be our recommendation that we change things so they dont come to commission. I dont think we propose that, but d. R. S go back to the 50s. The mechanism of discretionary review goes back to the 50s, when it was the only way to come to commission. So it preindicates seqa, 309, and all the other processes that you do. D. R. Was the way of getting to commission at one point. So it really it goes back 70 years. So its, i think while its very important for some folks to come to commission, we will not be proposing that they can no longer come to you, but per other commissioners comments, its worth looking at how we do it. How with we do the d. R. Process. Any other comments . Thank you. I agree with the director. Its not just a plan you implement. Its an ongoing process. I think the city having worked there and in processoriented departments, you cannot just develop a plan and implement. Its constantly ongoing as processes change. So im glad were looking at it and not necessarily a defensive posture. Were part of the issues, too, and we can look at how we do things better and its been 2 hours and 15 minutes and all weve really approved is a sushi bar at whole foods. So theres probably room to make approvements also and were happy to be part of that. Thank you and we look forward to more discussion. Commissioners, that will place us at 17. 2009159, ika, oak plaza. Impact fee waiver for 1554 Market Street. Good afternoon, commissioners. The case before you today is a proposal by build inc. , sponsor of the residential project, to enter into an inkind agreement to provide a public plaza in exchange for a fee waiver in the amount of 2,180,093. The project was heard and approved by the commission on june 15, 2017. The decision before you today is the approval of the fee waiver. Further Detailed Design refinement and maintenance and programming obligations will be done with public works. In essence, the in improvements would create a plaza at oak and venice. The proposed plaza would improve an improved oak street, designed to be shared bill cars, pedestrians and bicycles. Improvements to the north side of oak street. Six new landscaped planters or trees. Four new streetlights. Four new publicly owned market retail kiosks. And electric power to support performances on oak plaza. The inkind fee waiver would only cover improvements on north oak street sidewalks and roadway. The sponsor would not receive inkind credit for any of the improvements, existing sidewalks, and any portion of the sidewalk thats part of the requirements of the residential buildings. The sponsor intends to program the plaza with arts and music events. The four retail kiosks will help to further activate the space. In addition, a retail space at the ground floor of one oak building would open out on to the plaza. The site is located within the hub and is within the area plan. Theres been a strong desire to see improvements in the area. Sponsor has indicated that they will be responsible for maintenance and liability of the proposed improvements. Proposed improvements would consist of public works standard materials and maintenance covenant outlined as part of the encroachment permit and specific work will be established. The city is exploring a Community Facilities district to provide maintenance operations. The exact terms are being developed. If a cfd is established, funding could be generated by an annual tax agreed upon by all properties. The sponsor has committed to participating in a cfd to provide additional funding for maintenance and improvements in oak plaza the Planning Department, department of public works, department 7 real of real estate and City Attorneys Office has reviewed it and weve provided rounds of feedback. Placement of trees on the north sidewalk, improving loading and passenger dropoff has been improved. The plaza has been reviewed at discussed at numerous public meetings. In may of this year, cac passed a resolution supporting the impact fee waiver and any eligible administrative and project management costs as to be determined. The proposed plaza has been reviewed by the arts commission, who approve the Concept Design in november, 2015, and schematic design. The sponsor is presented the plaza to numerous organizations and agencies. Its received 37 letters in support of the plaza. We receive 17 additional letters and i have copies of those with me today. Theres been no comments in opposition. Staff finds that the plaza is in line with the citys objectives and Eligibility Criteria specified in the commissions policy on inkind agreements. Its been envisioned high density, public ground and improvement to support transit and walking and biking. It sites underutilized streets and rightofway to create new public parks and plazas. Oak plaza is identified in the hub plan. Per the criteria from the planning commissions 2010 policy, the plaza would qualify as a complete streets project, which is an eligible category for improvements. Its not yet been exhausted. The project presents opportunities for Community Improvements and would be timed to coincide with one oak. And would utilize designers and construction, crews already working on site. Given that oak plaza is consistent with the citys priorities, undergone outreach and generated positive responses, we recommend the approval of the fee waiver. I would like to read into the record a clerical error. The law girl is gibson dunn. I will turn the presentation over to the sponsor, who will present in more detail and i will be available for more questions following the presentation. Thank you. Project sponsor, welcome. You have 5 minutes. Thank you. Good afternoon, commissioners. Im jared press, Program Manager at build public. Were an independent 501c3 nonprofit. Our mission is to create great public spaces for all through creative publicprivate partnerships, just such as this, and were excited about a number of projects coming down the pipeline. We hope to be back here soon. Before we talk about the design, we believe that great public open spaces require an informed communityinformed design process. And this has been nothing if not that. Outreach has been incredibly extensive and were thrilled by the opportunity to create a front porch for the hayes valley and Civic Center Cultural arts district. Let me pass it off to discuss design. Commissioners, michael yarny, build and build public. Great to be here today. I will speak fast so we get through this. Our design is a public living room, as jared mentioned. We hope its a front porch for the city center, hayes valley arts district. Our goal is to take one is probably the least attractive corner in the city and make it an inviting place that you want to spend time in. There are some constraints. I want to talk about them. Our design tried to enclose. Its 20 feet wide. That was the negotiation with the Fire Department. We have a great building to our north that the entire ground floor is leased for 20 years to an organization that doesnt want to have active retail. One of our designs was activating that northern edge. We had a lot of utilities and sub sidewalk vaults. So where we place trees and planters has been worked over for about two years. And, finally, we had to respect we proposed originally the lovely muni elevator be moved, but that will not happen immediately, so we redesigned housing around that elevator and made it into something at