I know we get great value, but you know, there is no reporters here, but man, if i were a reporter id be asking a question about why is a bathroom 1. 7 million and thats the reality we deal with in rec and park and any other department. Im amenable to moving forward on the project so it doesnt get to be more. Commissioner harrison yeah, the project is great. And i would normally support it, but because of the prefabricated restroom, i will be unable to support this. For a lot of reasons. But anyway, just want to put that out there. Commissioner mcdonnell quickly, another math question. Im in full support. I look forward to moving forward with the project. The opening paragraph and its repeated elsewhere says, to increase the change order, the change order amount allowed from 141 to 1. 2 million, the change order amount isnt 141 to 1. 2 million, the change order is 141 to 244, Something Like that, so the language is inaccurate. Right. But this is typically how we word the contract increases, but youre right, its not a we want to issue a change order in that amount, not to have that amount outstanding for future changes. We want to execute the swings and the playground setting and the bathroom. I understand. Commissioner bonilla i, too, am flabbergasted by the cost. But i will support it because i do not want the community subjected to the alternative, which would be what weve seen today. I just cant fathom having a park and continuing to operate it with these portapotties. That would be just unlivable. So we have to i agree with commissioner anderson, that we have to find ways to avoid these costs. Especially since any time that its a project a project is brought forward to build more construct more bathrooms, looking at the foreseeable future, i dont see how we would ever i mean how we would be able to continue to create these opportunities for new Restroom Facilities at these costs at least. President buell thank you. Commissioner mcdonnell im not flabbergasted by the cost. Because i keep it in context. Right . That context is if we looked at any of our construction projects, just three, four, five years ago, these costs would not be the same. Not just for bathrooms, but for all other elements of a construction project. So is it a big number . Yes. Do i wish it were smaller . Yes. Were getting ready to go, as we all know for the voters for another bond measure. And an unfortunate reality, no matter how large were able to get that bond to become, it will be woefully insufficient because of the enormity of costs doing these projects and doing them well. I mean im not flabbergasted. Its the cost of doing business. And its unfortunate, but it is what it is. Thank you. President buell general manager ginsburg. General mgr. Ginsburg a couple of interesting facts. Actually, this is not close to the most expensive restroom. We know. General mgr. Ginsburg that was in district 4, where we did one from the ground up. What is interesting about the project worth note, is where a lot of the costs, is all the trenching, the facility itself is actually not expensive. It is all of the trenching and undergrounding that needs to happen to correct the restroom it our plumbing and electrical lines outside the park. President buell thank you very much. The chair would entertain a motion. Move for approval. President buell moved and seconded. We may want to call the roll on this one. Buell aye aye. Mcdonnell. 41, the ayes have it, thank you very much. Were on item 9, recreation and Park DepartmentEquity Analysis and metrics fiscal year 19. Power point. Good afternoon, commissioners. Taylor emerson. Manager of Strategic Planning under the finance administration here for the fourth year in a row to present the Equity Analysis and the set of metrics with fy19 data. I think all of you have heard it before, but i find it important to return to the charter why were here, what the direction is from proposition b, which became part of the charter in june 2016. I really like this one. Im going to read the first paragraph. The department embraces socioeconomic and geographic equity as a guiding principle. And commits to expending funds across its open space and Recreational Program to provide park and recreational access to all of San Franciscos diverse neighborhoods and communities. It sets forth then that we should develop a set of metrics and method for comparing lowincome neighborhoods and the resources they have compared to the city as a whole. And then directs us to include the Equity Analysis in the Strategic Plan, the Capital Expenditure plan and the operational plan. All of which are coming to you in sequence. As you may recall, the method weve adopted starts with data in the screen, which is a tool developed by cal epa as part of our states capandtrade program that had to define disadvantaged. The data is open source. And its currently used by many jurisdictions across the state to inform resource allocation decisions. The state has collected data on lots of population characteristics, by census, including data that their own methodology does not use. And provided it all for everyone to use. Two of the characteristics that weve adopted that the state does not use in defining disadvantage in San Francisco with regard to park and recreation access, are age. Since youth and seniors are some of our biggest customers. And weve added a factor for nonwhite residents in recognition of the longterm and systemic disadvantage suffered by nonwhite people. This data on these 10 characteristics are equally rated. And in our methodology they the rate or the frequency of these characteristics is accumulated and additive. And we extract all of the census tracked information in San Francisco only, with i allow which allows a comparison of disadvantaged communities compared to the city as a whole. When we do that, this is how the map of San Francisco looks. The threshold is set at the highest 20 . Meaning the highest frequency of the combined disadvantaged characteristics. And in total, these are designated as equity zones. With this myalgic encephalomyelitis snoosh dsh with this imaginary line, were able to compare the services there compared to the city as a whole. Thats our methodology. It hasnt changed. Although it has evolved. And this is a set of metrics. Its impossible to read on the screen. So i did president buell we have it on our screen. Does anybody want a okay, you have it. And this set of metrics is a tool for measuring ourselves, for measuring how weve allocated our resources in the past year. In the past, ive read every number, but i think that were getting used to seeing this. I did want to start with just park access, with the growing population, our acquisitions, just about you know try to keep up. And those numbers are probably stagnate for a good long time. But with every other metric, every other metric has moved to the good. Each one has improved in the four years that weve been doing this. Which is partly the effect of measuring, because when you measure, you communicate what is important. And this is important to us. And staff and our with the leadership of our general manager and extensive training and effort by many individuals across the department, we have truly, sincerely made this kind of thinking part of what we do. Its part of our daytoday. I want to look at volunteer resources, which has crept up just a little bit each year, because they have intentionally, with attention and focus, you know, each of them has a list of the equity zone parks at their desk. Ive been there out by the new office by the windmill. And when there is discretion about where to send a volunteer group, they choose someplace from the list. And it shows. It started off at 22 and has now moved to 28 . So just a little bit, but every little bit helps. My prior presentations have ended here mostly. But this year i want to go a little farther even though im the last item on a long day i know youve had, because sometimes there is perception this is all we do. That the measuring is all we do. And that is not at all the case. So i want to just take you through a little more about the work across the department that were doing to move toward more equity. In your packets, i attached what a call an inventory. I can tell you already, its not complete. Its an idea of some of the other programs were doing. Im going to highlight some of them here. Were increasingly using a paradigm of internal and external equity. Internal is the way we are with each other, the hiring, the recruiting. We moved to de identification where not only the name and the address is removed, but where they went to school, to try to reduce opportunities for the implicit biases to play into a decision. We have dramatically expanded access to professional development, learning opportunities, through our new r. P. D. Portal, which is a learning portal that highlights all of the opportunities for learning not only more about your classification, or your live work, but others. In order to. Because when one person when each of us is stronger, the organization is stronger and we encourage learning more and more in our culture. We go so far beyond the charter mandate in lots of ways. And externally, it would be hard to even list it. Going back to our mission statement, which doesnt use the word equity but does say, you know, we do all of this for the wellbeing of everyone in our Diverse Community and those values are held deeply by our staff. Another hard chart to read, but im harkening the concept here. Our h. R. Department has developed h. R. Dash boards, which are which this particular one shows racial demographics of our labor market in purple, with the racial demographics of our staff shown in green. We have this is the departmentwide graphic. But we can also do this by division. And so you know, if there is an opening in capital, you know, we can show folks, heres what you have right now and this is where you may youll want to consider increasing your diversity. We also have this for age, gender, and geographic distribution. So this new tool really allows us to quickly and easily see where we are with regard to the market. Weve done lots of other great things internally. Dice which is our own internal staff. Its pay time, but people who volunteer to participate and they produced eight equity workshops last year. Which were attended by more than 200 unique staff members. And it was a great success. We were going to start up the next one in fy20 in november. Were going to start inviting the commission, by the way [laughter]. Yes. Oh, h. R. In response to some of the things, part of the equity learning for me has been listening. One of the ways weve increased listening with staff is to we have an annual Employee Survey about training and tools and one of the requests was to learn more basics about Civil Service. Training open to entrylevel custodians about how to take a Civil Service test. They offered it once. 40 people showed up. There was a wait list and they offered it again. This is about equity of opportunity within our staff. And im really proud of what theyve done. We began to use the equity tool kit to evaluate budget decisions, which its a practice, way of thinking about, all right, there is a proposal, who will this benefit . Who will be hurt by the proposal . Are there mitigations for that form of hurt . And its a complex tool and we just started to united statse ir and we look forward to embracing it in the coming budget. These are just a few examples. Externally, i love this photo of the new basketball courts. And resurfacing basketball courts across equity zones has been a priority over the last few years. And not always bringing paint and regular lines. Weve also changed our scholarship outreach this basketball court, the mural was actually designed by western edition muralist. Another example, yeah. I just love it. I put this as my screen safer on my computer. Were changing were adding focus to our scholarship outreach. I know youve heard us say before, we prioritized deferred maintenance. All the t. M. A. In the work order system, all equity zone parks are coded, so that the supervisors and managers who are assigned in the queues for the workload that day can give priority to equity zone parks. And i want to stop right there and say, part of equity work for me, i was raised in a budget world, where were taught to think if we take money away from one thing, we give it to somebody else and there is a winner and a loser. What i learned is that is not necessarily true. I think the evidence for that is that our overall park scores have continued to go up. And weve brought the bottom up. So these things can be true at the same time, that we are prioritizing equity, but not sacrificing serving everyone. We have a Strategic Plan commitment to improve and activate one mini park within an equity zone each year. By the yard, their own skills and inventiveness have done this. I hope you drive by blue phelps and see the simple, yet profound transformation. I dont know if im breaking the big news, but we got 2 million in the budget this year to develop a program called rec spark which will bring free, dynamic and culturally recreation to youth in public housing. Were going to bring recreation to them with the hopes of kind of getting them to come to maybe a dropin program at the nearest rec center and then participate in structured recreation with a scholarship. One more. I dont usually include pictures of our general manager in the presentation, but that is so cute. And this is an awesome program. I appreciate the time that he gives to coaching it, and to fundraising. Bayview united soccer team, which is an example of a personal effort to bring more equity to our world. And this is the kind of thing that were trying to encourage across the department. President buell is he really cute . [laughter] smiling anyway. Finally, i know youve heard about the india basin project. And the Equitable Development plan that is part and parcel of this very important project. And i think the heart of it is thinking about how to make this significant investment and improvement for the benefit of current residents and future residents. Thats some of the things were doing. But there is lots of work across the city. I attached in your packet, the legislation authorizing a new office of Racial Equity. Which will be housed within the human rights commission. Which will take citywide leadership on these complex issues. And we look forward to getting their examples of a Racial Equity action plan and then submitting our own by december 21, 2020, which well bring to you before that. Im going to close with this. Which is another example of an individual in the recreation staff who was running summer camps and who found this graphic and laminated signs and put them up at all the singlestall bathrooms in rec Centers Across the system. And you know, to try to bring a little bit more equity to, you know, for most people, is not a big deal, the bathroom, but for some kids it can be a really charged environment. This was a moment of trying to make those kids feel more welcome in our facility. Thank you so much. President buell good presentation, thank you. Commissioner harrison thank you for your work. This is great. If we could go back to the equity metrics for the fiscal year, that schedule, and go down to kids in nature. At the end, for citywide, that 3100, is that 3100 kids under 18 signed up for the various programs . Yes. Commissioner harrison does that mean there is that many kids or they signed up for two Different Things . More than one program . Actually, good question. You caught me there. That is not unique registrations, thats just all registrations. So it could be somebody took kayaking, thought it was awesome and decided do the fishing trip, too. Commissioner harrison there is not 3100 kids in San Francisco under 18. Oh, there are, but not in our programs. Under 18, significantly more. Really . Id like this know there are 57,000 kids in the San Francisco unified school district. Thank you. Ive had this argument with my son. Still too few. If the number is direct, you i think 84,000 to School Aged Kids living in the city, but its still less than 10 . Still have a lot of work to do to get the rest of them in. Commissioner mcdonnell i always appreciate when you come. Thank you. Commissioner mcdonnell i just want to say thank you for leading the work. I particularly appreciate your transparency around your own evolution in this space. And certainly appreciate the departments commitment to this kind of focus and rigor and prioritization of this, thank you. Thank you, commissioner. Im a humble student. Thank you. President buell this information only . This is an action item. Sorry. There are no members of the public. Commissioner bonilla when we first established these metrics, many years ago, about how many years ago was that . About four years ago. Commissioner bonilla four years ago. I really i was doubtful. I had some doubt as to looking at the resources we had in the city, and how diverse the population is and looking at all the Due Diligence that would be required to really uphold the standards that we were setting. I really was doubtful as to how far we would come to really addressing some of the issues in terms of how accessibility to all our venues and so on by all the diverse communities. I just want to say, i think weve in such a short time, i think weve just gone weve made Quantum Leaps as far as im concerned in the work that has been done. And i think what this stems from is that since we established the metrics. Every action item weve taken on new projects, the venues, anything to do with work being done at the department level, it seems to me that you have always framed our discussion around this whole notion of metrics. And i think that is i think its been critical that youve done this at every turn. I mean, everything weve done. And i think i think that speaks to your to the departments commitment to really i mean, when we establish these metrics, to really work within that framework and to do all the hard work, you kno