There is just some requirements ive worked around it a little bit. But i do think that child care would be very important. We do have some onisland services already, but were expecting the island to have a lot more families in the future. And we just want to make sure were not repeating some of the same issues that we have, you know, in the mainland of San Francisco where we have child care wait lists, and the wait lists are 2,000 people. Okay, great. And then lets see. Im also curious you cited examples, like mercy and other existing commercial uses on the island. And ive often wondered about whether or not those existing restaurants, which are great, and i go to them, but i wonder what the proportion of local islanders residing on the island are really using those restaurants and retail versus people who are coming from outside of the island . And just be cognizant i think it would be very important for us to make sure we have retail and restaurants that caters to the island residents as opposed to just visitors. Im sure that will come up during your retail study, but i hope we will hear more about that balance. And thats it. Thank you. Thank you very much. Lets go back to what were doing here. The vision actually, were developing a small city from scratch. Thats what Treasury Island and yoba island represent there. Yes, were going to have at the end of the day, almost 8,000 residents, but the vision of Treasure Island is to have the point of destination. So it is not only have all this retail. Everything were doing, we have to look at capacity. And we need to look at the location. And i know from your plan we have the retail corridor, everything all lined up. That is great. For us, here, we will look at the overall map and even see where if there could be if there are suggestions, i think we could do that. There are successful models all over the country. In fact, when we went to new york, we went to visit so many places, thanks to the commissioner, and some of these places have already in brooklyn yard and chelsea island, theyre already doing what we are doing here. They are successful models in the bay area. And some other places, in san diego, already in bart, what we are doing. At the end of the day, any mixed use retail should be, again, accommodating to the residents and also to the visitors out there. The next item on the agenda, if you know, has to do with the parks and open space. Thats going to be crucial because we do also have programs that are going to be tied to that. Everybody bearing in mind that youre not living free on Treasure Island and yoba island, we have all of these parks to maintain and all of the ongoing infrastructure, and all of them are going to be tied to the retail activities. And theyre going to be tied to the use of the parks and the open space. So the economic scale that needs to be ironed out here is also very important. So that the residents of the island, just like the San Francisco mainland, the residents go to where they want to go. You want to provide the basic amenities, but you also want to expand that so that we need to generate that outcome from all of the other places for the visitors, and also to make Treasure Island and yorba islands. You want to attract visitors and workshops, just like theyre doing. And now we have competitors in candlestick point, and well have competitors in chase. Have you seen this chase . You should borrow their plan. They are highly ambitious. In fact, their plan is to have everyone go to chase, and so what you have here is very impressive, but it is the beginning of this conversation, and, yes, you can see the commissioners here have a lot of ideas because most of us arent actively involved with planning, and we want to bring you back for further dia dialogues. Are there any questions from the audience . Oh, mr. Beck, please. I was just going to add then, in conjunction with the child care conversation, t. I. C. D. Has been taking the lead on the retail planning, but were both sitting down with one Treasure Island and looking at the communities as a whole and child care is a part of that, and the other aspects from the communitys facility plan, rooms and spaces, etc. Were having some conversations about that and where that is best located and distributed throughout the island. We also just were pointing out for people at home and in part of the conversation, that retail focus along the Island Center there, along the Southern Side of the island, also ties in with the transportation plan. The Ferry Terminal is there right in front of building one. The a. C. Transit and muni bus service terminate in front of hangar two. And then we have the onisland shuttle that takes people from that transportation hub from the island out to the rest of the island, but could take residents to the Grocery Store and back without leaving the island. So just the interplay between the Transportation Planning and the retail planning in that respect. Thank you. Anyone have to convey the last message here . Ours is a Public Private partnership. What were also doing here in educating the public is to make this a signature Public Private Partnership Development in the country. Everything we have here, the decisions, needs to be mutual. Any activity, open ferry or doing anything, please, we all need to be involved there. We have constituents we need to convey. So hearing about a ferry or something in the press, i dont think we want to go that way. These commissioners here should be part of that, and were out there, and were community leaders, and extremely very active in San Francisco, and never a day goes by do we not get asked just about everything in the press and everywhere. And so we are working alongside here to make sure that every decision, public decision that were going to be making on the island, and just go with all of our partners, s. F. C. T. A. , and everybody, this commission, and any of the signatures, and how we want to embark on doing that, we all need to be together so we can convey to the city what we are doing, and what this project translates, and we provide the platform into doing this, communicating with the public. So naturally, everything should come before us, before it even gets out there. So please, help to convey that to everyone. Thank you, sir. Next on the agenda . Item number 6, parks operations update. Ill be presenting on this item today. Martin wiggins, who is managing the design and construction of the parks and also along with mary ann, playing a leading role in this work, is here. So today i just wanted to lay out the early parks delivery schedule. Weve talked generally about parks, but i kind of wanted to list out over the next couple of years which parks we expect to come online. Walk through our progress on developing hilltop park o. M m. Manual, and then some of the status of the maintenance yard requirements that weve been developing. So during next fiscal year, towards the end of the fiscal year, we expect eastern hilltop park, so this is the we talk about hilltop park in the eastern and western sides. The western side is where the fujimoto sculpture will be. Eastern hilltop park is where the signal tower used to be. It is a smaller portion of the park. The eastern portion we expect to complete construction late next fiscal year, as well as potentially the dog park on yorba buena road being completed in that timeframe, and being turned over to tida for operation. In fiscal year 21 22, we expect several more parks to be coming on line. The western hilltop park, including the side of the piece, clipper cove beach, the storm Water Gardens on yorba buena islands, the marina plaza, the cultural 1 park, where the chapel is, and the first block of the city side park. So well be needing to plan in next years budget, even if it is only for a few months, to maintain the eastern hilltop park in yorba buena island dog park, but the following fiscal year well have many more facilities coming in over the course of that year. So for hilltop park, o o. M. N. Manual, we have the larger o. M. Standards, that are setting the standards of maintenance islandwide, but this hilltop park will be the heights specific element for the specific finishes anand plantings within hilltop park. It will inform our development for next year. The draft table of contents that weve developed, and there is a little more meat behind this, but i wanted to keep it at a high level today. Defining the levels of service for maintenance in the park, aggregating the warranty information, both contractor warranties for plants establishment and other things, as well as the physical warranties of the Equipment Installed in the park. And the landscaping section, including habitat and management elements, the planting concept and strategy for the park, and the planning locations and types and irrigation systems. Site furnishings, and then the site paving, lighting and electrical, and special features of the park, including not in this not in the eastern hilltop park, but any sculpture, art pieces, slope maintenance, these salvaged water tanks on both high points in the eastern and western park that will be converted into landscape elements, as well as trails and restoration areas. Special guidelines, and then really getting into the details of the site Service Guidelines and check lists, so these will be kind of the daily, weekly, monthly, seasonal and annual check lists for maintenance and inspection. Covering lawn, ground cover, tree and shrub care, guidelines for irrigation, tree pruning, weeding, integrative Pest Management programs, the fences and site furnishings, and Janitorial Services and standards, including litter, graffiti removal, sweeping and other minor services. And then the maintenance of lighting, electrical, plumbing and other equipment, as well as site drainage maintenance and observation and reporting of items requiring repair. On the maintenance yard program requirements, up front there is just the space required for the vehicles and equipment that maintenance forces will be utilizing. Preliminary estimate is 15 or more vehicles, including lightduty trucks, heavyduty trucks, heavy equipment, and potentially some rechargeable kind of coachman, small vehicles as well. E. V. Charging facilities, bike racks and storage, and then material storage for oil amendments, mulch and other surfacing materials, plantings, street furniture, backstock for garbage cans, liners, benches, light poles. Materials in support of events within the parks and open space. And then administrative and engineering spaces, offices, record storage, conference room, shower and locker room facilities, warehouse for the storage of equipment and tools, as well as waste management. Well need to bring the debris from the neighborhood, well need to do some onsite processing before that material is put into compactors for removal by recology, as well as composting of green waste. Translating these needs into space requirements, were looking at a yard of roughly 4500 square feet. And administrative and Engineering Building of 500 square feet, 450 to 600 square feet, a warehouse of at least 400 square feet. And then not in these areas were still evaluating it, which is any area required for a nursery operation, if we wanted to have that on the island and it wasnt incorporated into the urban farm area, but there is a potential partnership or leveraging of the urban farm, as we expect the maintenance arm will be located on the edge of the urban farm. And then satellite facilities and a potential y. B. I. Annex, and locations for temporary storage of trash as it is collected from individual cans, before it is hauled back to the Central Location for processing. As well as small tools and other equipment that you wouldnt want to have to run back and forth to the main yard on a frequent basis. So as we go forward towards january, again, really focusing on producing the draft Treasure Island parks code, so we have initiate a Public Outreach and Comment Period before eventually taking that to the board of supervisors. The development of maintenance standards, you know, having that draft maintenance standards manual, as well as finalizing the o. M. Manual, as well as the budget for next year. With that, ill take questions. Yes. Thank you, bob, for getting to the point where we are talking about the operations and maintenance manual. It is something that weve been asking for. And i think the budget that goes along with this is something that were also waiting for, that is in the process of being developed. And so were hoping to see that some time soon. Yes. The in each and every part of this, there is long discussions that can be had. So this is sort of an overall. I think that the one big comment that i would like to make is the importance of sustainability. And in the overlay of all that we do on Treasure Island, and especially as we restore the habitat, the natural habitat for birds and vegetation, that we look at sustainability as being the underlying principle for all that we do with regards to the landscape that is on Treasure Island. I actually just spent a week at the new York Botanical garden i mentioned that the other day and i was so impressed with how they are managing that sustainability in everything that they did, from the soils, from the hydrology, to the exroafting, composting i thiy have about 250 acres as well. And i would like to have that particular event, as we look at the operations and maintenance manual, and as we draw up the plans for it. Each one of these topics, i think, we can certainly delve into. Perhaps not here, but what i would like to suggest, actually, is that we will set up a committee on the board to look on sustainability. We do have ike, who is with the academy of sciences, who i think can also bring resources to us, ideas to us. Id like to see some collaborations with other institutions in the city, like the San Francisco Botanical Garden as well, as we look at what were going to do in all of these different areas. For instance, i do think that we will need to have a horticultural staff that is knowledgeable about the plants that we plant, what their requirements are, and thats something that i would like to see furthered. The composting facility, for instance, it needs a wide area. And i think i am hopeful that we can have a lot of our soil a lot of our soil and the compost is like gold for the plants, and that we can have a big enough facility that we can process our own green material and u. S. It for island soil. And so id like for you to look specifically at that composting facility because i dont think that the yard of 4500 square feet is going to be sufficient, if you youre really having a sufficient compost facility. And we can look at other models as well. I think in general today, thats my overriding comment. But in each one of these areas, such as the Pest Management system, you know, the type of plantings that were going to have, the type of irrigation all of that, i think we can have further conversations on. And so i look forward to having the draft manual and having specific discussions on each some of the major topics in that manual. Thank you. Commissioner lye . I would add that i would be supportive of a new committee focused on sustainability, that director sonn had mentioned. If were going to set up a new community, focus on that umbrella, and it should probably cover other topics of sustainability across the island, including continuing to evaluate our Renewal Energy program, as well as our all of our great water systems. I think there is a lot of things on the island that touches sustainability or resiliency issues, and because weve done a lot of preplanning around the islands green efforts, i think it probably makes sense to have a dedicated time where we can talk about these issues more specifically. Thanks. Yes. Thank you. And i also am very in agreement with that. And, concurrently, we also need to be talking about the maintenance, the management of the parks. I think all of what youve done today is really great, or, actually, part of the program that we need to do. However, the overriding issue that we need to resolve and we need to work on immediately, simultaneously, it is about the parks maintenance. We saw, again, successful models on the east coast and all over the place. What we have here is a great opportunity to collaborate and also do things that San Francisco has never done before. I think one of the struggling issues in the city, after the dissolution of the San Francisco Development Agencies that we have created all these facilities, all these parks, and now we have to grapple with the maintenance of them. With Treasure Island, we know what the issues are, and we also know where we want to go, especially since, again, i need to refer to the point of destination, and treasure and yorba buena must also be selfsustainable, also. Whatever the proceeds we get and how we manage all of these parks goes back to the infrastructure, goes back to the maintenance, goes back to making this a vibrant place that you really want it to be. So this is great. And we will continue this dialogue. Thank you, mr. Beck, for this information. Okay. Any other Public Comments on this particular item . None . Okay. Go to the next item. Item number 7, discussion of future agenda items by directors. Okay, commissioners, any i think we will continue to parks open space, and in particular, we would like to see some movement, again, on the management. This is a very, very important matter. Thank you. Let me see. Any other suggestions, commissioners . Im sure you can relay that later, what you would like to see in future agenda. Okay, thank you all for being here and for all of those watching remotely and for the staff and our development partners. Thank you. Have a great day. The meeting is adjourned. Thank you. [role call] we are all here. This is the first time that we are meeting as a full fivemember commission. This is a watershed moment. Agenda item number two, Public Comment on matters appearing or not appearing on the agenda. No Public Comment, we will go on to agenda item number three. Draft minutes for the august 16, 2019 regular meeting. Can i get a motion to approve . So moved. The minutes are unanimously approved. General item number four, im sorry we didnt do Public Comment on that. Call for Public Comment on agenda item number three. There is none. Agenda item number four, discussion of multi staff and enforcement report, including a briefing by the department of Human Resources staff on outside employment of city and county employees and an update on various programmatic and operational highlights of the enforcement programs activities since the last monday meeting. Thank you. The first subset of this enforcement report is a response to a request that the commission made at the june meeting. He will remember at that that the enforcement report had presented to use information about a meeting that the department of Human Resources, Client Services team had held to discuss with our consultants, how the city and county handles secondary employment. I attended that meeting by invitation. My capacity of the director of enforcement alongside the chair of the whistleblower program. The lead attorney at the time i presented that information to you, i got a lot of questions. We got a lot of questions from the commission. He did his best to feel those questions. You will remember that he process basically every one of his responses with well, i dont want to speak on behalf of the department of Human Resources. At the conclusion of that discussion, commissioner lee requested that the department of Human Resources speak on behalf of the department of Human Resources. Very kindly, to members of the department have come to address your questions today. They will begin with a brief presentation. I think they have some sense already, of the kinds of questions that arose in that previous conversation. They will welcome additional questions. The two members are hannah and shawn. Hannah is the Deputy Director of employment services. She oversees the Public Safety examination team. Their selection and hiring resources team, which consists of citywide recruitments on testing, centralized operations. She does the hiring Modernization Project team. Finally, the Client Services Consulting Team which is seans team. Sean, again is the Client Services consulting manager. He oversees dhrs Client Services team which consist of supervisory and seniorlevel professionals who provide fullservice hr support for more than 20 departments of the city and county. That includes the ethics division. The services are provided as well, to more than 1600 employees. He also provides consultative hr support to 40 additional city departments. His role includes administering the citys request for additional employment, which is the subject of todays conversation. I will handed over to him. Thank you. Good afternoon commissioners. Sean with the department of Human Resources. Thank you, jeff, for that introduction. And i was actually taking notes, said you do all of that. I expect we will be in discussions on the walk back as well. The commission is providing you with an opportunity to give a general overview of the additional employment request process. Referring to it as secondary employment as well. Campaigning Government Finance code, the Civil Service rules i will speak to the process that governs employees having outside employment from the city. The other thing, because the presentation is very quick, very much a highlevel overview, i would be happy to take any questions that the commissioners may have. The director of the department of Human Resources, Nikki Callahan works through me to administer this program. The rules section and all four volumes of the Civil Service rules are the conflict of interest provision, and it speaks to a form that the director of the department of Human Resources provides for any employees who are seeking outsider secondary employment. We put that form out, and we update it regularly. Where in the process of updating it, at this moment, as well in consultation with Ethics Commission and the City Attorneys Office and the whistleblowers department. I believe the commissioners have hardcopies as well. Im going to go ahead and proceed. We do not have hardcopies, no. Again again, from a highlevel level overview. The things that the department sees and plays work for, that the then checks for her to really make sure that the additional employment does not interfere with the performance of their regular job. This is any employee, does it matter if theyre temporary, permanent, exempt, it is any employee of the city. We want to make sure that that doesnt impede their performance. An example of which is, a firefighter working outside maybe has another job somewhere else. I want to make sure when they come to work one that they are available, maybe their oncall. But also that they have adequate sleep before shift as well. The other thing is we want to make sure that the outside employment or additional employment isnt inconsistent, incompatible or conflict with their current duties. This is where we really work in partnership with the Ethics Commission in many cases we are advising departments to get an advanced determined written written determination where they would seek their own department and Department Head, if its a deputy, or commissioners, we advise that department to work in partnership with the Ethics Commission. That really is probably the one that is of most interest to the commissioners. We want to make sure that we are not approving employment that has any conflict with the persons responsibilities. Whether thats procurements, whether that is contracting. Those are really the big ticket items that we are concerned about how we work with the departments to make sure they are fully vetted. We also want to make sure that the additional employment is not contrary to the interest of the city. And would not lead the city in a repute. We would not want to approve employment, necessarily have a great example, and i dont want to be put on record for that. Things that would involve moral turpitude are things we would not approve. The other thing, and this has really come out of years of us reviewing these is wanting to make sure that the outside employment doesnt impede or affect the employee, this case the City Employees regular work schedule. I highlighted an example yet earlier where we would not want a firefighter, or somebody that works in a safety sensitive job to have worked all night on a grave shift and then come in i work a regular city shift. We have a strong belief that that would impede their ability to perform the functions of their job. The other thing that has come up that we are working actively with departments on is, it would be in conflict if an employee was going to take vacation, or in worst Case Scenario take sick leave and then work outside employment. Those are things we are working primarily with with apartments on, but also with the City Attorneys Office. The Whistleblowers Office will get complaints that somebody is working an outside job that somebody called in sick and i saw them driving an two uber vehicle. That may be an example that comes up. Those are the primary factors we are looking at. We are not really in the business of approving outside improvement retroactively. These things should be prospective. Employees need to get all of the approvals and acknowledgments from an outside employer that this is a City Employee and their work must be secondary to the citys employment. There schedule again, that we have an understanding of that, this comes up like i said before with the firefighters wanting to make sure theres adequate time before shifts. We are also interested in the amount of compensation. Not that that is a black and blackandwhite factor in this, but it drives further conversation. If we see somebody is getting a significant amount of compensation for consultative services, it is going to require us, and the department, to look a little bit deeper. What is it exactly you are consulting on. What are your services . Who are your clients . What are the hours that you are working . Is any of that were going to take place during city time . That would not be allowed. And then lastly, it seems sort of obvious, but that we give the appointing officer, or appropriate designee for the department to approve these. Director callahan and i, are the only one that approve them for the department of Human Resources. We the department are also reviewing these at each department. Believe it or not, that sometimes has been a challenge. As things come up either through the Ethics Commission, or a whistleblower complaint, i think it is in everyones interest that an appropriate Department Head or designee is the one that is reviewing these. And then, im not going to go through this too much, partly because it is pretty straightforward, but also because we are updating it. We can get a flavor for what the questions are on the forms that have been developed by dhr. We require all of this information to be completed. It becomes a Public Document for the Ethics Commission if they want to look at it for the Whistleblowers Office, they regularly contact us on the City Attorneys Office Investigative Unit as well. And then, the acknowledgment which is just the bottom half of the form are what an outside employer would sign, section 2. They have to acknowledge the compatibility of the outside employment with the employees current city employment. The officer must sign, and the last piece director callahan were her designees there was another slide. Im not sure what happened to it . It was all of the resources that we provide to departments, links to the applicable Civil Service rules, the memorandum of the governments additional employment, the form itself, to the Ethics Commission staff who can help departments and advise them what the right path of what an advanced written determination. To the statement of incompatible activities. We also partner with each departments assigned deputy city attorney. There are questions that sometimes come up that need and require the City Attorneys Office to be involved and then obviously all of the consultants on my team are a little mini experts on this process as well. Miraculously, there they are. That is my brief presentation. I think there are questions that maybe i can answer. I will look at hannah if i cannot answer them. Actually, i have couple of questions and then i invite my fellow commissioners to also ask questions. Just broadly, you know, with the advent of the economy, and the sharing with lyft and uber becoming options for people. Have you seen an uptick in the number of requests for advanced written approval for the secondary employment . Second, as a followup question. What if someone does not receive advanced written approval and they are identified because they called in sick, and someone saw them driving for uber, what happens then . Right. The first question, yes we have seen an uptick with the economy, the uber, the lyft, if someone is actually running a business with an airbnb and they are conducting it, theyre not having somebody else do it, those are all things that would require additional employment approval. I have seen quite a number of those over the last 23 years. We continue to reach out to departments, and by extension to their employees to remind them of this obligation. We are starting to embed this in our onboarding processes and our annual updates about the time people are receiving performance evaluations. They might be reminded about a number of policies. This is one that we are actively reminding employees that they need to complete. Part of the updates that we are making to the form are to make it quite clear that Something Like working in the big economy, may be an independent contractor, contractor that requires you to complete the additional employment request form. The other question can you repeat it again real quick . What happens if an employee does not receive the advanced determine employment employment determination . Is he identified as someone who may be driving door dash mac or something. The department is advised that they have an employee that is not in compliance with the Civil Service rules. A lot of times it is the Whistleblowers Office that is advising them. For example if you looked at the whistleblowers Quarterly Report log you will notice, one of the biggest things that they are advising on, is that they received an anonymous complaint that somebody, like you said, is working outside employment. They send them out to the Apartment Department and the department is obligated to bring the employee into compliance. That could mean ending the outside employment, or, securing an agreement through this process. The City Attorneys Office is also working with departments where lets say it is repeated. We would argue that the employee knew that they needed to complete the additional employment request form and neglected to do so. The government code would require the department and the officer to take correction corrective action in the coming disciplinary action. How often is approval denied, approximately . How often does somebody get caught without approval disobeying that and going ahead . My response is going to be a little bit anecdotal. You dont keep date of that . We look at the process, somewhat an interactive process. If in the request of the Department Finds because it goes to the department first. Sometimes a and then comes over to the department of Human Resources. We then work to clarify the expectations. It might not be a denial straight out, but we need to get additional information. We need to get an advanced written determination. I can think of calendar year 2019, maybe 23 that got to my desk or mickeys desk that we found to be in conflict either with the employee schedule. In conflict with statement of incompatible activities. We advise the department that they need to, in some cases, issue a notice to the employee that they cannot perform that secondary employment, or in other cases, they need to find a way to remedy that. Very small number get to my desk which could be, and im hoping is because we have done a lot of outreach training and worked with our departmental hr colleagues to make them aware, and employees, what we are looking for. The other question about how many do we find . I think the best way to answer that, i get about 23 requests per week, from the Whistleblowers Office, from the city, asking if an employee has additional employment request documents on file. I dont know if that means are working or not working. Very rarely do i actually have documents on file. When i look at the Quarterly Reports that the Whistleblowers Office issues with the complaints they received, and how they have been resolved. There is a noticeable number of requests each quarter, probably about a dozen where they find an employee does not have approval for outside employment. They go back and work through the appointing officer, and that departments hr team to rectify them. Thank you. Can you go further into how you define conflict of interest as well as incomparable activities. For instance, if somebody is working as data entry assistant, and he or she is seeking approval for outside employment in a permit processing company, as, i dont know, so does not apply to the conflict of interest . Even though that person is not specifically working on permit processing . But the person is working within city planning which approves all of these permits and other requests. Primarily, we primarily rely on our departmental colleagues. If it was the department of building and six inspection of the Planning Commission to have their own statement of incompatible activities. That would be incumbent on their hr team and their appointing officer to review that. If we see that that review was not undertaken, and maybe its an advanced written determination. We will call into question what the Department Review process was. I think if work is similar, but it doesnt involve any of the same clients, it doesnt affect our schedule. Those things are not going to be found incompatible. A more clear and present example is we have a lot of physicians, nurses, social workers, in Public Health, that also have practices outside of the city. Maybe they meet with clients on the weekend. One of the things we have worked with the department of Public Health on his having the employees, when they are submitting their additional request forms also complete a non conflict addendum to it, that none of my clients are going to be, or ever will be department of Public Health clients. Anyone that i see in my private practice will never be a department of Public Health client, as well. That is one of the ways that we see departments resolve situations like this. I know for higherlevel department or for deputies, managers, a lot of times we will go back to a department and require they work with employee to get a list of clients, potential vendors, and anyone they may work with and make sure none of those vendors also touch the city as well. If we do find that there is some nexus, or overlap, particularly working with the department, maybe we say in advance determine written read determination is needed. We might also bring in our colleagues at the City Attorneys Office, the labor team as well to advise on how either we can bring this into compliance, or something that we could approve, or whether we need outright disallow it and advise employee they cannot pursue that outside employment. You talk about outside employment. What happens if it is an outside business so the employee actually either operates his or her own Small Business or, is working in a family run business do these rules still apply to them . You have separate rules because they own their own business . It is the exact same set of rules. It is broad and encompassing. We require anyone, they receive any benefit, any compensation, whether it is from their own business, another business, from independent contracting role, it would be required and are required to go through this additional employment approval process. We do get i want to add an adjective to it we do receive a request for employees that have their own business. One of the things that we work with departments on is making sure that that business is not conducting business as well for the city, the other thing we look at, a lot of times if you own your business, the operation of the business might be a 247 24 seven, or a business that is open during normal city hours. We want to make sure it is not the for the daytoday operations. One more followup. Im looking at the front end part of this. In perspective, job applicants applying for city service. Do you ask them whether they are currently owning a business . Not that that should be a deterrent, but just for your information whether they have already ran a business. Owning a business outside of the city and applying for a job within the city . That is not really something we would ask or be able to ask at that point was in the process. At the beginning of employment, like i was saying earlier, the onboarding process avails employees through the employee handbook, and through the onboarding process whether you knew or not, the city has a request for additional employment. If you have outside employment, you must complete this now, or in the future if you do have outside employment. Its at the point that we are bringing somebody on all or Something Like that would come up, and not at the application stage, not at the interview stage. It would necessarily be appropriate and im not convinced it would be legal either. Anyone that applies for a job, they submit a resume, and resume would say i am the owner of such and such. That may be a conflict of interest. Since people do not submit resumes when they apply for city employment. I think the assumption, most people have jobs before they come to the city. The assumption is that they will stop employment at that other entity. Not if they own the business though. At that point that it does become a conflict, at the point. Dot employment is beginning we would have that discussion. We would give the, sent to them before they begin employment, at the time they are making a decision as to whether or not accept a job offer. Those kind of things would be made clear. There might be an opportunity to make it clearer in that example. He would not make an employment decision, oh, you own a business were not going to hire you. I dont mean that. We want to be very careful the message that we are conveying. Its after an employment decision has been made that we would look into, are there any conflicts . If there are, how do we address those . Most instances there would not be a conflict. Those are the things that we would get into a discussion with an employee who has. Thinking. She promised me she was just going to sit there. Good afternoon, commissioners. I just wanted to, echo what sean said, we normally tackle it at the employment stage. However if it is on their application, usually during what we call the post selection post referral Selection Process which is really the fit interview with candidates fifth interview with candidates. They see the resumes, they see the applications and they are allowed to ask followup questions, and sometimes, i see you currently own this business, you still do, et cetera, as followup questions. We do not prohibit them from asking if it is on their application. Like shawn said, its not a factor that we put in place in order to make an employment determination. 1020 thank you. I have a clarifying question. In order to trigger this provision, the City Employee needs to be receiving a salary or a wage and not have an ownership interest. Say they are a shareholder they receive a dividend but theyre not involved in the daytoday running of the business. In that scenario with this advanced written determination be required . I would like to my Ethics Commissions colleagues i believe that is a form 700 issue. Theyre not conducting business to then receive some sort of compensation benefit, or it sounds like