Transcripts For SFGTV Government Access Programming 20240713

Serves at the courtappointed conservator of vulnerable individuals and estates. Due to declining health, some of these individuals are marginally housed for prolonged periods of time while waiting for appropriate housing option. This funding will be used to help them attain or be placed in a safe and stable home such as assisted living, supported housing or similar housing. Those served must meet the c. L. F. And pg criteria. We will provide administration while the p. G. Office is Program Support including Case Management, in person visits, monthly approval of the housing subsidies and other activities to ensure the equitable access and appropriate use of the funds. The p. G. Office will prioritize access based on the conserveties need and the amount will be set okays by case base on the casebycase basis. The subsidy will range depending on the clients need, functional and financial. 30 to 50 of their income while others may be subsidized up to 100 due to lack of income or resources available. Based on the current need the p. G. Has identified for this funding, the fund can cover up to 10 conserveties annually. It will include monthly subsidies and moverelated cost and security deposits, moving boxes, packing and transportation for the move and furniture and other similar items. At this time i would be happy to answer questions from commissioners. I have one question. From the time the process begins for the individual until it is approved and the individual begins to get services, how much time does that normally take . Depending on where they are, we have entered into agreements with the facilities or supportive housing. If that is in place it could be very quick, within, i would say, less than a month. I would say two to four weeks. Then additional time may be required if vendor agreements havent been set yet. Thank you. Any other comments . A question on the operating expense details. The consultants, line 21. Appendix page b1, page 3, line 21. The contractor. Yes, at this time because this is a pilot program, c. L. F. May need to pull in a temporary staff to get this up and running. There is some funding allocated to allow that. Then as you can see on the next year, it is blank because by then we participate there will be an actual staff. Over the page, the purchase of service detail. 304,348 each year. What are they . That is the actual subsidy, the funding for the subsidies and the moverelated costs. Thank you. I have two questions. First should i consider the c. L. F. Similar to purchases services and Case Management. Are those similar in nature like a pace program. Should i think of c. L. F. Like a pace program . I think it would be similar. Of course, pace has something other. I think there are elements, the purchase of service dollars. Other than that, no, this is intensive Case Management to help people who are at risk of institutionalization to come out and live in the community, the community can mean in this case assisted living, but generally living in the community in San Francisco. We have found that the intensive Case Management is often what people need to stay at home safely. I want to add i it is the pay or of last resort. Any other comments or questions from the commission . Any comments or questions from the public. Hearing none, may i have a motion to approve. So moved. Second. Further comment . All in favor . Any opposed. Thank you the motion carries. Item j2019 through june 30, 2021 an additional amount of 200,000 plus 10 continuing been see for a total amount not to exceed 1 million. This item before you was an ad back. It is 100,000 per year ongoing with the idea of supporting cantonese language capacity in Advocacy Services around the Skilled Nursing facilities and assisted living facilities. We are going to do that in cooperation with the ombudsman who are going to use this funding to hire a contonies speaking staff person to focus on that. Ombudsmen provide services. They are known for responding to complaints by residents. They do a number of other things, providing consultations to facilities, families, residents, letting them know about their rights and things like that. Wit to any advance healthcare directives completed in a sniff. That is a legal requirements. Also including legislative hearings and changes in regulations and practices in this area. This is going to focus on skilled nurses facilities. Much of the work is with clients. They will also focus time on outreach and educational presentations within the facilities and within the target population to try to increase awareness and accessing of Ombudsman Services. Beyond the cantonese capacity that will be increased here, the program itself has a pretty good language capacity including mandarin, spanish and french and japanese. Thank you very much. Any questions or comments . A quick one. Within all of this on page 7 of 8. There is the designated community focal point. Is that where it is advertised. If you go there, people would hear about it and be able to know . The focal points are age and disability resource centers. California department of aging wants to make sure that when we do our big area plan we designate community focal points. These are places where hubs where information can be given out about the variety of services available. The California Department of aging wants us to make sure we identify those focal points in our contract documents with every contract that involves cda funding. The idea is here and it will be clear that the Ombudsman Program will say these people are out there. Yes, first the ombudsman can reach out to be sure they are aware of the services. We are also making sure the agencies are aware of the Ombudsman Service should someone come into that site needing assistance related to the facility. The idea is that the sites would know about that. They are informed and could helped. Thank you. Yes on the subcontractors 9 and 10. Chinese mandarin specialists. The other one is another dialect. Why is there a difference of 28,000 versus 16,000 . Is that because of the number of hours or what . Yes, the number of hours. What this represents back here is that the Ombudsman Program is doing whatever they can to get language capacity and get qualified people working for them. Sometimes there are people excellent ombudsman staff who have other things going on not looking for a fulltime job. Benson has done well to work with those folks to keep them in his stable of staff out there in the community so that is the difference there. Thank you. Any other comments or questions . Any comments or questions from the public . Hearing none may i have a motion to approve. So moved. Second. Any further comments or questions . Hearing none, call the question. All in favor. A. Thank you the motion carrieds. Next is to all right. Item 8. A motion regarding whether to disclose the discussions during closed session pursuant to San Francisco administrative code section 67. 12a. Do i have a motion for discussion purposes to disclose . So moved. Second. The motion is whether we should or should not disclose. If you are in favor of disclosure please indicate. Those opposed to disclosure. All in favor of not disclosing. A. Any opposed thank you. The motion is not to disclose the items that were discussed in the closed session. Any Public Comment on that particular motion . Thank you. Any general Public Comment . Good morning, commissioners and executive director. I am the director of the Richmond Senior center. I am not sure if this is the time to come in or if i should have come in at the beginning of the meeting. We look to invite you to an event we are hosting on october 19th. The Richmond Senior center in partnership with the round table, a coalition of senior agencies are going to be hosting one hard thing. That is an event we started with our village to recruit neighborhood volunteers to send them in pairs of two or three to the homes of seniors who have requested help with one hard thing. We did it twice a year at the start and the end of daylight savings time. It started with setting back clocks. Then additionally doing Something Like flipping a mattress or cleaning out behind the fridge or changing the Smoke Detector battery, those things that help people remain in their homes. It is so popular we do it quarterly. We wanted to host an event this october that encouraged leadership of agencies that serve seniors so they could see some of the great work other agencies are doing and meet the senior in the community. I did send an insight and you should get an email. We would love you to join us to see the good work that is happening out there. Thank you very much. Any other announcements . May i have a motion to adjourn. Motion. Second. We are adjourned. Thank you all. Good morning and welcome to the San Francisco Planning Commission and Health Commission special joint hearing for thursday, october 3rd, 2019. I will remember you that we do not tolerate disruptions or outbursts. Please silence cell phones. Please state your name for the record. I will take roll for the Planning Commission. roll call we expect commissioners moore and richards to be absent today. I will take roll for the Health Commission. roll call . Commissioners, we have one item on the special calendar item one 20120403w. California Pacific Medical Center Annual compliance statement. This is an informational hearing. Good morning, commissioners, i am Planning Department staff. The item before you is an informational presentation on the california Pacific Medical centers compliance with their Development Agreement for the 2018 reporting period. This is the sixth annual reporting period. I am joined by ken, marina from the Health Services service and the department of Public Health and Elizabeth Pearl of the Planning Department. Todays hearing is part of the annual review process required by the Development Agreement foresee see. For c. P. M. C. It requires a public hearing. Following todays hearing the directors of planning and Public Health will derm whether c. P. M. C. Is in compliance. A thirdparty monitor will inform the board of supervisors if they agree with the directors determinations. C. P. M. C. s Development Agreement allowed them to build a new hospital and medical Office Building at the vanness and geary campus with a requirement they build a new hospital to replace st. Lukes. The Development Agreement required replacement of st. Lukes hospital within two years of opening the vanness hospital. They met this with the owning of the opening of the commission hospital. They required payments for range of Public Benefits and improvements. They completed the payment requirements with a total payment of over 73 million. For the 2018 reporting period there are 11 main actions up for compliance t. These include payments, hiring commitments, public improvement and community outreach. My colleagues will go into these. In one reporting area the local hiring period has a reporting period corresponding to the fiscal year rather than calendar year. That means for recent information on hiring. Ken will help explain how the c. P. M. C. Overall hiring record compares to the goals of the overall Development Agreement. Construction of the vanness hospital is complete, and the associated medical Office Building also opened this year. Future construction includes the new medical Office Building omission and improve mends around the improvements around the mission area. One other obligation is the limit on fees for servicen creases by c. P. M. C. As the provider for the City Health Service system. Annual increases must be no more than 5 . Actual Analysis Finds they met the requirement through 2017. The most recent year for which this analysis has been complet completed. They are working on the 2018 data now. With that we will turn to ken nem from the oawd work force division. Welcome. Thank you, good morning. I am the director of city build of the office of economic work force development. Thank you for the hearing to give us the opportunity for feedback on the report and i would like to thank the public to serve the residents seeking employment for this great opportunity for the hospital. First, i would like to start with the construction. We are putting it as cumulative since it started in august of 2013. The first topic is hiring for internship. As you know, the majority of the construction work has ended. St. Lukes opened in august 2018. The vanness hospital opened in march this year. A lot of construction has been completed. When we generated these hours for the last program year, not a lot of hours were added. For example, for the 50 entry level positions for nonunion administrative engineering candidates, new hires in the office we had requests for 38 of the new entry level positions. We filled 32 with folks out of our program. City build have the construction handson training and have the professional services so people coming through our Program Administrative type of professional training at city college. We work with contractors to get them into these administrative positions. 32 of those were from our program and some include lead document, document coordinators, project administrators and project manager. From the next slide, which is very similar, but this is really focusing on the internship program. We work with the San Francisco Unified School District and San Francisco state through the mesa program, mathematics, engineer and science achievement. They are disadvantaged residents. We got 30 interns on this project. Goal was 50 . We achieved 57 . I spoke with the contractors. 10 of the hires are on the Company Working with projects outside of the hospital once it was completed. That is a good success. We want retention and people sustaining to work. The next slide is our entry level positions for construction and most of these are focused on apprentice ship programs. City build we offer the academy which is 18 weeks. People who graduate from the program we pay for the initiation fees to get them in the union and to work. Early are the challenges not having enough ironworkers. We have presented that in the past. One of the toughest trades to convince people to work in, and with that there was still a good amount of ironworkers. During one of the events a graduate spoke and highlighted success in working on the project. The last four years, we have experienced a big construction boom. In city build we manage other compliance programs, mandatory hire the city public works contract we increased for the last year 3 million work hours. This has mandatory requirements. If the contractors do not meet that there are penalties. It is going to local residents on the projects but the other projects are taking them to avoid penalties. We had the opening of chase center. They increased the program year about 1. 5 to 2 million work hours. They also had the office of Community Investment goals that was drags and pulling on local residents to work on those projects. Some of the challenges we had difficulties in fulling. Drywalllers during the chase center. Sheet Metal Workers and operating engineers were some of the entry level positions we could not fill to get people working on the project. We had 175 apprentices on the project. These are individuals that did not be have experience or could not get an opportunity to work construction due to this project brought them on, started a career in construction and they are union members. That is the success of that. Then the fourth compliance is the overall work hours. Overall workout is 30 . The first three years we met the goal. With all of the construction happening and other projects, we have seen decline especially the last year the major work was the medical Office Building. A lot of exteriors were done. What caught us off guard a special interior modular system, prefab wall to use for that system in canada, and the carpenters that needed to do the work had to have special certification. We pulled in the contractors, we could not get it from the union because of the special certification. We did not have people trained for that. Even with that we were able to get some employment opportunities, not the bulk of the prefab work. That gave us a challenge in a drop in numbers. They did the best to work with us to hire folks outside of those specific classifications. We still convinced them to hire people from the Community Working in the cleanup work, laborers and whatever opportunity was available that didnt need the special certifications. To date we 432 322 residents hired to meet the 30 goal. These are just some stati