with the expectation we'll probably come to you finally with contracts for bid option one with multiple bid option one but a conform with only one of those the initial launch the program. >> so action been the commission on the 2 that will allow introduction shortly thereafter at the board of supervisors we would expect then not to have authority to sign the master agreement until mid december and then be in a position to sign a confirm with a bid option one bidder in early january so we'll ultimate on about doing business with suppliers that

we've signed confirms with though we may sign more than one master agreement. >> so i just want to maybe say it in a different way typically if we were to identify one company that we want to get a confirm from you got to realize a confirm is only good for several hours if we go to the board and say four or five weeks later what's our price and they know no connection we're in trouble this way we can go through the commission and board with several options so that we still have a competitive confirm we'll get so this is the strategy we will do it as needed contracted before a pool of contractor we thought that was the way to keep

the competition going because the process is to long to go through the process and board of supervisors. >> did that pool continue to exist if you roll out phase two is it the same group or four or five that you'll go out and say what's your best price. >> yes. that's the flexibility to expand the program at a quirk pace from the demand - >> so the pool didn't just disappear. >> correct. >> what protection is there if and this is part of sensitivity but if it turns out you think you need thirty megawatts and only needed 25 wale call it 20 what happens then. >> so for our initial program once we sign confirms for the specified volumes opt out then

is greater than anticipated for your somewhere we'll have the opportunity to expand the group of customers we automatically enrolled so whopz whoops we have too much power we'll move from the southeast sector into central san francisco our next phase in order to pick up enough consumption a to match your supply. >> to the limit to buy is bonding. >> once the confirm is signed yes. >> and the term of that will be how long. >> we've told the bidders 3 to 5 years. >> and one of the strategies then potentially for mitigating the risks of opt out being greater than we at the point to perhaps have a shortly term and go towards the shorter at the

end 3 rather than 5 to have the legislators to pull depending on how things are shaping up. >> and how like this kind of decision i guess there are several versions one would be to startle them a little bit to have a partial confirm to be followed months later that's one strategy. >> yeah. greater volume and shorter terms. >> where are we getting advise and council to the best approach within the market that exists. >> we have outside consulted energy advisors the same firmer that helped to launch the 3 existing choice they have expertise in supply procurement strategies we're talking about.

>> i think the concern we don't want to be fully leveraged in the price goes down we can have flexibility to keep our price competitive that's the type of advise. >> like sunset. >> oh, that's expensive; right? >> right? and same idea we'll lock into a long term contract and size a certain amount of flexibility. >> that's true for option one contracts we've been he and bringing bid option two those are specified renewable projects many have been development and underdeveloped in california those will be potential long term contracts over and over kraktdz are not required to go through the board of supervisors

and that's where you'll see smaller volumes longer terms potential coming to you. >> how do other cca maybe some of the later ones address this risk manage their risk, if you will, and so yeah, they had defined the supply management policies procurement you know portfolio that's part of what we'll be bringing to you in our business plan conversation so that you can then you know did you and consider what we recommend the kwienz to we can carry forward how much of an open position we have and how many years of contracts do you want us to commit to what should be the pace of enrollment of customers should be you know how

much reserve should we budget for for this program those are the types of topics we have a motion and a second we'll be bringing to you so you can think about them in the context of the full program and give us guidance and we'll come back after the business plan presentation in the december timeframe a resolution to adopt those policies on those issues. >> which kind of leads us into the schedule what i have on the screen at this time the schedule that is familiar i've highlighted where the dates are changing we said before that we would be launching this program january 26, 2016, the original dates on the left the updated is march 2016, 6 weeks later we'll

be coming to you december 8th with a rates for the program we'll be coming to you in not coming thank you excuse me. preimproperly consumers on early january 15th instead of late november. >> so i'm highlighting there the dates that have changed that is a tight schedule an achievable but the stars have to align and everything in place with no date change a swift but smart schedule we're trying to make sure we stay aphasia we're dual tracking the contracting activities to keep to our spring 2016 launch cat but contracting is just one of the activities that we'll be engaged in this overall schedule give us a

fuller flavor so it begins with today's date you'll see the different activities in light blue that are actions that we'll be asking you to take and then the pinky peachy color we'll be asking the board of supervisors to take so one of the other things that changed since the last time we present we're going to be bringing again the rates through the board of supervisors approval process so that had not been on the prior schedule but now we're presenting updated costs for the program through the business plan and risk assessment analysis we'll be presenting to you a good time to bring those rates again to the board of

supervisors. >> now that alleged activity didn't effect the overall schedule. >> is the marketing plan where is that in here. >> the market plan was what mr. jew prenltd the customer outreach and the marketing at the puc joint meeting that was intended to provide you with that information you can certainly talk further if you have more information you'd like to see we're not going to address the marketing plan other than to get for the costs. >> i'd like more information on the marketing one thing in particular i would like to see a tabulation of basically, all the customer services and benefits

the pg&e offers and their status under cca so if it turns out a pg&e program our customers will have access that's one answer there maybe other answers i want to make sure we're offering not just for the power and price but for all the services provided to customers is at least at&t's as good as pg&e a tabulation would be helpful. >> we'll put that tabulation together and some of the strategies have been like for example, if you have solar on our roofs that to cut those folks over you have a period for example, my trip period is in june or yeah june so i'd like to kit over in june instead of getting cut in the middle and having to pay pg&e in the whole year process the other things we're talking about where

customers pg&e consumers pay a level payment equal payment and that maybe something that offered initially we're looking at looking at maybe not improperly those customers because they- there what could be a reason to opt out we're trying to be smart don't want to give anyone the reasoning to opt out so if we meet with affordable and greener we'll pick the ones that don't proceed the issues a greater probability the opting out is low. >> to this marketing point you know, i think we can't start - i don't know why we wouldn't start some of the efforts right now i saw the preenrollment period we know there is going to be official dates where certain things need to happy b happen

but tie present where's our celebrity spokesperson and we're working on that i like we're not doing. >> i appreciated what you said different strategies of you know the solar homeowners might be approached differently and the family maybe this is something that is important to the puc we're all ♪ together to really start that i looked at this earlier schedule eastern preenrollment con men's in january, i thought gorgeous that's 3 months away not doing the efforts and patron with the nonprofits and sierra clubs to get them out xhas >> i should be clear what i'm showing here is the stuartly required steps up to the plate so tie and company are out there doing a lot of stuff well in

advance of the january deadline i'm showing you that is a step that january step is a step that the state requires we take before we are allowed to launch the program it is a key date. >> just to put a pin on it it seems like an important time to get people endorsed in the super green and signed up maybe at the next hearing and continue to have regular feedback on the strategies how their 0 going and make sure we're doing everything we can to get 0 people enrolled. >> to that point for the viewers and licenseer clean power.org sign up today and be part of program thank you. >> when are we're going to be launching to - launching the green and we'll launch the deep

gastroassignment. >> i thought we were going to be doing that before. >> we'll market - >> so the plan we're going to offer green and super green and a choice automatically enrolled and center green opt up to the strategy we'll be going to cross the city as tie presented in his last update and presentation on the marketing strategy we'll go into all the areas we're willing to pay more info get hundred percent green those are the folks we want to encourage to initially go into super green we're seeing over selma and marin once you're in the program the percentage of people opt egging up is small. >> i was going to mention he

got a mailing the other day encouraging people to go super green it is people are no not going up. >> i truly believe you have to get them if they first want to again even though into the program sell them. >> so commission on the schedule april 16th service to customers will begin to super green and green depending on that what a customer enrolled in how. >> so we have been doing a lot on the marketing, in fact, the marketing is more i guess enjoyable meetings we talk about creativity ideas i can participate and give my ideas that is scary the guess the presentation we're putting together we need to

really look at because as barb mentions this this program is large in a wastewater program we need to do our dlungs and talk about the risks i know that people want to we have to make sure when we put something out we want to make sure we're competitive and, in fact, we're making a commitment to be more affordable than pg&e that means that our margin may not be as much as we anticipated that means that maybe the build out may not be as robust i think we need to go locate the business plan and talk about the legislators we want to keep in place bbut on the other hand, w

our priorities as we moving forward. >> happy to take hi other questions. >> public comment? >> hi jason fried for lafco on the schedule it looks like good schedule probably a week we can shave off i'll not give staff a hard time they do a good job i want to talk about the business model with the full enforcement i keep that in mind it is going to be xooefk in my opinion hypothetical not enough good information for full enrollment i'll guess why you want to do from a conservative business stand point around the initial making sure that all your risks

are successful this is work you're starting to mitigate it easily for example, the program is more opted out awhile you're doing a skirmish of the city the full enforcement you'll have to redo the business plan the thirty to 80 o 60 folks wooul you'll have more detail it is where the nexus report wanted you to set rates and that way you'll, your price and your costs will be and better put together a business plan i want to be cautious while we're looking a full enforcement business plan a lot of things not common that are guesses getting to launch our plan you'll better to get a better plan in place rather than taking educated guesses but smart and

important step to make sure ear he a you're dealing with the early enrollment not necessarily the full enrollment. >> on the business plan that will happen on the 10 of november are we're going to be - are we're going to be able to get that it looks like we'll have some time to review and read and dig in; correct? >> yes. my expectation timing commissioner vietor we'll get our feedback in december with a revised plan for your consideration and the policy guidance resolution at this time as well. >> i may differ from jason once we move forward pretty much can't stop so i have to know what the bookings are before i

have good consciousness move forward and that is just me and as doing all the programs i've worked on 32 years in the city you have to know the extremes so 0 that's why it is important for me to provide this information. >> i appreciate that i want to make sure we have plenty of time i mean, i'm hoping we get the business plan 3 days from the commission meeting so the feedback to be prepared for questions so we can support that. >> and to the general managers point under subtly we're required at the jurisdiction to offer services to all residential customers once we start the program to off to all residents not the pace this was think piegs strategies to make

sure we're not procuring power but take our time in a smart way through the business plan effort not only the launch is financing viable but the full enrollment is financially viable thank you. >> so (calling names). >> good afternoon, commissioners eric brooks san francisco green party sf clean power and advocates so i wanted to amplify and push back here using what mr. freed stated there's no way you can get a long term tenure business plan without starting with the first year the 50 megawatt in 2016 and finding out how it behaviors didn't make sense to try to come up with a ten year

business plan without learning those lessons i want to reiterate that what i said last time you have a new cfo it is sharp at what ease doing and doing the right thing by caudal calling for a plan we've been hammering that gives us a plan plan everything out so it is not we've been asking for the same thing the problem we face i was glad commissioner vietor you brought of marketing and the nonprofits right now the nonprofits are all communicating with each other going wow. the bill post is got moved without warning this has happened before and we've seen details of years not weeks ago we're having trouble about the confidence about the key period and

holidays and at this point when we were saying well, it will starts tends thought february now may and now today april so we don't have - we're in a position with no confidence we're selling to the public the key they know that will make that process a lot easier to separate that big business plan from the initial 2016 megawatts and treat them as almost separate entities when you got a lot of companies to pick up for phase one and 60 overall it is highly ineligible we'll have problems with the price to offer to customers for clean energy i

go get it start of the 50plegic was the and doing what the cfos ask for a business plan for the whole thing that is informed by that startup and what we learn how we contract those first 50 megawatts of power to president commissioner vietor so work with the staff of straightaway out the consultants and making sure the 50 megawatts are on schedule in april make sure the contracts are approved as they are in the new schedule and no more delays you split the tracks and do it faster. >> if i got comment i think the comments about i know the unfortunate nature of the schedule slippage and making

sure we keep an eye on the ball to get the new dates is well-taken as far as the plan i disagree if you develop a plan with the expectation that you know what it is going to be like at full build out you're a fool i am not that's part of our points you get to identify our vulnerabilities and you can figure out how to mitigate those so you put yourself at this risk as possible you can't without looking at the whole picture not that much frankly and what we've been going after and that is absolutely important for us to have an informed violative of our risk and how we need to mitigate and strategy for roll out i don't think that is one of

the things to dive in and hope for the best. >> can i add if you look at the schedule we're doing things concurrent so we're going to go do the commission and board with the pool and before i find or confirm we wanted to make sure you're in alignment with the business plan not taking additional time you think when we come to you pretty much tell you what the guidelines are that will you know need for to sign and confirm and move forward but i truly believe that you know the business plan is a document as we provide for information we change that this week is a 10 year capital plan and 10 year financial plan and that's example i feel adamant i don't want to shortchange that trying to save a week and the other

comment we've been asking the sierra club can you come out with us i look forward to them going out with us when we talk about them it is you know some hesitation and maybe they think we're not going to launch we need the advocates to work with us if it is a detailed a week or so you get people to sign up to comment to super green we need to stop trying to say i got you, you're not going to do it during election and get people focused to work on super green together i want to move forward and stop trying to feel we're not going to move forward because we are.

>> thank you, president commissioner vietor jed from 350 sf i value the commissioners that commissioner president caen and kelly made the environment in which the advocates are trying to have ownership over this program and spread the word to folks is as you stated and the reality over the last several years you know can't be voided so there is no, i think insinuation that you know we got you, you're not going to lingerie the program as he said there is for you know in a micro example you know we gave a lot of talks we said you know is this really going to happen yeah hell or high water we've gotten

the word this is launching in march you know and so as we heard may and maybe april and all said or done back to april or may after moving together kind of for a really long time an unprecedented a long time to have it kind of seem like it could go off the rails it worrying in terms of putting our permanent be credibility on the line none expects you to keep our promises you work for the government but when we do we have to for donation and such i thank staff for providing the timeline it makes me feel better to try to stay on track it is

worth noting i e-mailed the supervisors i don't know if you heard pummel is calling folks and preregistered them for their hundred percent and a lady calls you it's begun so the precipitation will be at this point that penguin is over and over clean energy first pg&e is oh, you complaen clean energy and now san francisco is coming in the realties we're facing we're facing a huge competitor with a larger budget and a lot more recollection and you know we're allowing planning for 10 to 15 years to slow down things we could be doing now to share your competitive this is

philippines wise and pound foolish. >> my time is up. >> even pg&e when we looked at the amount of people to register into they're green tariff is very, very small and so we're looking at 5 percent of people who may register under our super green 95 percent of folks that will probably be in our basically green so that is what the really important is that assuming that 95 percent if more the merrier but 95 percent we'll be expectative with pg&es basic offer we'll be greener and cheaper they can advertiser super green we'll advertiser our center green at the same time

but where the volume of folks will be basically offering in the green offering so i just want to put it into problematic pg&e will not opt everyone into they're green tariff program so i want to put it in prospective. >> next commenter please. >> hi, i'm ann one of the new workers i've been aware the program for three or four years and sort of been following and definitely a member of the public i'm very concerned member of the public and it just is very well difficult picking up the carpenter and reading about another delay that's part of public prospective this is this as climate emergency of weeks

and prudence it is really bad peculiarity didn't look good i get it you've been working but it, it's 10 years i'm here to tell you that the public is looking it didn't look good so you know the metaphors abound of more weeks and one more drink what is it it looks at does not look good i'm encouraging you to be as closed to our timeline and people have been asking in the last of weeks the pg&e thing is coming on i get questions questions from friends it gets permanent we're putting it out there and so my final metaphor you remember peanuts the football is the program and

charlie brown is the public we're not going to stay charlie brown it more like the awe vefrjz that i'm bringing that sense of frustration after 10 years thank you. >> thank you did you - >> come on up please and introduce yourself. >> hi, i'm karen from the absorbing everyone has said everyone this isxactly when it lives like it is really is people are not xaekt that is tricky we have a big convenience people are fired up and going

out for outreach i've been to the sky festival hi guys it not quite yet i know we said january or february but starting to sound not ableable as to what to do repeat what the other speaker said stick to the schedule that is making me nervous to stay to the schedule the only thing i'll ask for beefing up marketing your marketing staff is not lacking but any spare money from somewhere i feel like every time he go out it is a partly there is a pg&e but we save you money and not about a growing program but solar pg&e is spending a lot of marketing money and adds and radio adds you've heard about a fighting chance we have to have

a 6 week delays and thank you very much. >> thank you. >> can i so one of the things we will follow-up with the advocates to talk about how we deploy and get ideas because the marketing should do it immediately so we've had a meeting before just to let you know some of the stuff you said you guys are doing i had no knowledge we've asked about how we can work together so let's reestablish that meeting and talk about how we can do that i appreciate it. >> commissioner moran. >> i see uniform moving forward a union guy i know different strategies when we

put-down the strategies in play to kind of bang i'm trying to find out through how this is helpful so the prospective is being created by the advocates the advocates are having very public delays on the city steps if we're really going to do this and really going to expedite and dot all the i's and cross the t's and bottom the hatches all i see i don't see anyone but did advocates making all the public noise that is what the press gets ahold of and now back and forth i'm going to discourage it abused i or because i see it from the labor prospective it is not fair to staff at the end of

the day if something goes wrong this is a huge undertaking staff is going out through florida the bus on front student when i hear 2 weeks or a few months some people preserve there are conversation and motivation it is not there just do the right thing and roll out the program so i felt compelled to say that we have the same friends absorbing i've got friends jason and i work together and tune it down and work together. >> thank you. i appreciate that it was well said you you know, i kind of want to note today, we have a schedule none of us were happen with the slippage to make a stronger better program and so, now i

agree i'm hoping we all can colonel together it will launch and i'm hoping from today on we'll all have that vision in mind of what it looks like to launch a successful low risk program that will help climatic change and drive the renewables market and create an affordable program for san francisco any other public comments on this that is >> okay. thank you very much for your comments and we look forward to work together and if there is no objection i'd like to take item thirty out of order and address that next if you could please raise your right hand. that item. >> item thirty adapt a resolution authorizing the general manager q mayor and board of supervisors approve a supple appropriation in the amount of $5 million for the are

wastewater industry for claims and litigation and judgment and related expenses. >> mr. sandler is here to answer any questions commissioners on this item. >> i'm going to turn the my case on mirena burns we took this out of order with concerns in case we losses a quorum in closed session it concerns a supplemental appropriations at the board of supervisors actually tomorrow in budget and finance committee as we had previously advised the mayor introduced the supplemental at the board on october 6th in order to advance the schedule

where out of appropriated fund to pay wastewater enterprise claims and litigation as you may know being on a two year being the none anticipated the december 2014 storms with previously saw and had your approval on the boards approval for supplemental in may but that was not nearly sufficient and now in order to continue to move forward to settle claims and void litigation we need this authorization so i wanted to make sure that you had an opportunity to hear it and i know your general manager and our finance officer can answer questions. >> aside from the legal

issues. >> other questions or comments commissioners? is there a motion? >> motion. >> second. >> >> i. >> opposed? the that motion carries thank you now we'll go into closed session commission secretary. >> you want me to read the closed session items. >> item 14 david at&t he will versus the city and county of san francisco and 15 the city and county of san francisco versus san tech architectures incorporated and 16 scott versus the city and county of san francisco item 17 massage parlors versus the san francisco ethics commission and item 18 conference with the negotiate and located adjacent to 460 in

mountain view and under negotiation the price and terms of payment and 19 amended litigation with the plaintiff and restore hetch hetchy versus the city of san francisco item 21 actually 21 through 27 will not be heard today. >> thank you. is there a motion to assert attorney-client privilege. >> public comment. >> we'll make that after the motion. >> move to assert. >> a second public comment on any of those item session. >> okay. we're back both open session may i have is a motion disclose

or not disclose our executions from collection. >> move not to disclose. >> second >> all in favor, say i. >> i. >> opposed? we will not disclosure do we need to do anything else the announcement we took action on 401, 16 and 17; correct? and no action on 18. >> no action on any of the other items. >> any others future comments commissioners hearing nun meeting adjourned

(clapping.) ♪ ♪ ♪ ♪ ♪ i think we have more companies anywhere in the united states it's at the amazing statement we're not trying to be flashy or shocking just trying to create something new and original were >> one of the things about the conduct our you enter and turn your your back and just so the orchestra. the most contrary composer of this time if you accountability his music you would think he's a

camera come important he become ill and it was crazy he at the end of his life and pushed the boundary to think we're not acceptable at this point for sure it had a great influence he was a great influence on the harmonic language on the contemporary up to now. i thought it would be interesting because they have e he was contemporary we use him on this and his life was you kill our wife you get poisons all those things are great stories for on opera. i was leaving behind a little bit which those collaborative dancers i was really trying to focus on

opera. a friend of mine said well, what would you really want to do i said opera what is it not opera parallel. why isn't it are that i have the support now we can do that. i realized that was something that wasn't being done in san francisco no other organization was doing this as opposed to contemporary we are very blessed in san francisco to have organizations well, i thought that was going to be our speciality >> you create a conceptual idea for setting the opera and you spear ahead and work with the other sdierndz to create an overview vision that's the final

product felt opera. ♪ ♪ ♪ ♪ >> i was very inspired to work with him because the way he looked at the key is the way i looked at sports looking at the daily. >> so much our mandate is to try to enter disis particular work there's great dancers and theatre actresses and choirs we've worked with and great video artists is a great place to collect and collaborate. i had a model they have a professionally music yes, ma'am assemble and as a student i benefited from being around this professional on and on soccer ball and as a conductor i'd be

able to work with them and it's helped my growth i had a dream of having a professional residential on and on soccer ball to be an imperial >> it operates as a laboratory we germ a national the ideas technically and work with activity artists and designers and video all over the on any given project to further the way we tell stories to improve our ability to tell stories on stage. that's part of the opera lab >> i was to investigate that aspect of renaissance and new work so that's why this piece it is important it was a renaissance composer. >> there were young people that

are not interested in seeing traditional opera and like the quality and it's different it has a story telling quality every little detail is integrated and helps to capture the imagination and that's part of the opera how we can use those colors into the language of today. >> so one of the great things of the stories of opera and story combined with opera music it allows people to let go and be entertained and enjoy the music instead of putting on headphones. >> that's what is great about art sometimes everyone loves it because you have to, you know,

really great you have to have both some people don't like it and some people do we're concerned about that. >> it's about thirty something out there that's risky. you know, disliked by someone torn apart and that's the whole point of what we're drying to do >> you never take this for granted you make sure it is the best if you can. >> ♪ ♪ ♪ ♪ ♪.

>> working for the city and county of san francisco will immerse you in a vibrate and dynamic city on sfroert of the art and social change we've been on the edge after all we're at the meeting of land and sea world-class style it is the burn of blew jeans where the rock holds court over the harbor

the city's information technology xoflz work on the rulers project for free wifi and developing projects and insuring patient state of at san francisco general hospital our it professionals make guilty or innocent available and support the house/senate regional wear-out system your our employees joy excessive salaries but working for the city and county of san francisco give us employees the unities to contribute their ideas and energy and commitment to shape the city's future but for considering a career with the city and county of san francisco

♪ ♪ ♪ >> the san francisco playground's hitsvery dates back to 1927 when the area where the present playground and center is today was purchased by the city for $27,000. in the 1950s, the sen consider was expanded by then mayor robinson and the old gym was built. thanks to the passage of the 2008 clean and safe neighborhood parks bond, the sunset playground has undergone extensive renovation to its four acres of fields, courts, play grounds, community rooms, and historic gymnasium. >> here we are. 60 years and $14 million later,

and we have got this beautiful, brand-new rec center completely accessible to the entire neighborhood. >> the new rec center houses multi-purpose rooms for all kinds of activities including basketball, line dancing, playing ping-pong and arts can crafts. >> you can use it for whatever you want to do, you can do it here. >> on friday, november 16, the dedication and ribbon cutting took place at the sunset playground and recreation center, celebrating its renovation. it was raining, but the rain clearly did not dampen the spirits of the dignitaries, community members and children in attendance. [cheering and applauding] ♪ ♪rescheduled

meeting we should have had odd for the oversight committee october 15, 2015 i'm yee, the chairman and to my right is supervisor -- we would like to acknowledge the staff at sgtv, jim smith and leo who record each of our meetings and make the transcripts available to the public online. before we get started, colleague, can i get a motion to excuse the supervisor christensen who won't be able to come to this meeting today. >> yes. >> no objection, the motion passes. madam clerk, do you have announcements? >> yes, please silence all cell phones and electronic devices. complete speaker cards and copies of documents. it should be submitted to the clerk. items acted upon today will be for october 27th. board of

supervisors agenda unless otherwise stated. >> okay. madam clerk, can you please call item number 1 and 2 together. >> item number 1 and 2 hearing on the recently published 2014-2015 civil grand jury report, entitled unfinished business: a continuity report on the 2011-2012 report, déjà vu all over again. >> item number 1 and 2 hearing on the recently published 2014-2015 civil grand jury report, entitled unfinished business: a continuity report on the 2011-2012 report, déjà vu all over again. >> thank you. resolution responding to the presiding judge of the superior court on the findings and recommendations contained in the 2014-2015 civil grand jury report, entitled unfinished business: a continuity report on the 2011-2012 report, déjà vu all over again, and urging the major to cause the implementation of accepted findings and recommendations through his/her department heads and through the development of the annual budget. >> alegra futandi. sorry about that. would you please come up and present. >> okay. i'm alegra, a 2014-15 civil grand jury. we would like to thank president yee and breed for holding these hearings. the report is a continuity report on the

2011-12 report. déjà vu all over again. we need a culture shock. most of the work done was done by me and marion, another juror who could not be here today. a continuity report is different from an investigative report. basically jurors review of past investigation to see what progress might have been made in full filling recommendations suggested by, in this case, the 2011-12 jurors and outline what issues might exist. it does not involve a full investigation, although our report ask that a future jury look into city wide technology again. since 2011-12 came out, there have been changes and we commend the city, county and government for making improvements. as outlined in the report itself, changes have been made in the structure and reporting relationship -- okay -- changes have been made in

the structure relationship -- the committee on information technology in the senior leadership of the department of technology including the creation of new offices in the stream lining of the cia review process in more communication among departments in the greatly improved 5-year plan and increased funding for technology. in the completion of the e-mail and data center consolidation, and continuing development of an it management system. city should be commended for these improvements, sometime problems identified in the 2012 report continues to exist. we thank the mayor and others responding to our report for their movement on the restructuring of the department of technology with more emphasis on day-to-day service. we also thank you for the promise of improvements to emerge people so that the skills and education of city it personnel can be recorded. we hope this

skills inventory will go beyond the position that any it employee holds. i'm sure many continue their education or have training and skills in areas that are not utilized daily in their current positions. the skills inventory should reflect this. however, there are still three areas of major concern. one, the disingenerous response the mayor on the network infrastructure has been implemented, and hiring the real funding needs. the city might be funding at a greater rate, but still not fully. as our report indicated for the network infrastructure alone, 15 to 20 million, more than the 6.9 millions invested according to the mayor. the operative word is fully. an infra sfruk tour -- the infrastructure is

vital. at the very least, the true response to our first recommendation should have been needs further analysis or even better, has not been implemented but will be implemented at a future date. two, as a result of the 2011-12 report, an it hiring group was formed. this group came up with a pilot it hiring project for two job classifications. senior and it analyst to decrease hiring times. it was determined if the pilot were successful, it would be rolled out to other positions. jerry was told that preliminary results the pilot would be available in late march 2015. in spite of getting -- our hope today is that one of the supervisors will ask dhr to give us public report about this pilot project whether it has been expanded to other job

classifications, what results have flowed from the project, how it's being evaluated and if the department sees value in it. despite the mayor saying that dhr gives reports about this pilot report, they have not done so since january of 2015. right around the time when the pilot began. this might indicate that its results are probably lacking. three, the jury recommended the establishment of a task force outside dhd to discussion recruiting and hiring its personnel beyond what drh is doing. in san francisco's competitive it hiring environment, everything should be on the table. using figures obtained from the controller's office, it -- and the department of

technology at the of the report had a vacancy rate, 100% higher. the city needs new approaches. our jury sincerely hope our report will move the city towards greater it funding and making it better across all city departments. thank you. >> okay. thank you, ms. fotanadi. right now, is suzanne guard here? would you like to present and then after that, steve. >> i'm with the department of technology. i'll be presenting initially first. an overview of the accomplishments we've made. >> that's fine. >> thank you. my name is brian, and i'm a deputy director with the city of technology. i would like to thank the grand jury for their interest in the department of

technology and their hard work for putting together this record and the board giving us an opportunity to comment on the report. in 2011-12, the grand jury report highlighted major issues that the -- we feel we've made real and meaningful progress since then. since that original report, we've continued to improve city wide coordination on it needs specifically to coit. the city's information on the city's technology. our most recent plan, or ict plan was released this spring and it provides a framework how the city will -- this plan recommends $150 million in city general fund investments over that same time. as you know, the fiscal year is 2015-16 and 2016-17 approved budget includes $190 million in it investments. of this, $61.3 million is slated to come from

the general fund. this represents an important step in improving the it infrastructure. this includes the radio replacement effort and a new city wide financial system, a new property tax data base and the rollout of -- as well as projects that are apart of the city's initiative. the department of technology is collaborating with the department of human resources to review the city's it hiring process. from recruitment of candidates to the on boarding of new hires. for example, this coming monday, the department of technology will welcome an additional recruiter as suggested by the civil grand jury to work exclusive on it hiring needs. in addition, the it hiring group led by the department of human resources has developed and began in-- approve it hiring city wide and

to help departments secure the it talents and skill sets. this hiring group has been and will continue to regularly present updates to coit and the civil service commission. you'll find detailed responses to each the grand jury's findings and recommendations and response submitted in our response submit today the supreme court on september 18th. the department of human resources and the controller's office and the mayor's office is here if you have questions you may have. thank you for this opportunity to comment on these important issues. >> good afternoon, chair yee. i'm suzanne guard with the department of human resources. i want to thank the civil grand jury for their work on this. we agreed that it's important and it's vital to the cities

future to improve our it hiring processes, so that we have a sustainable technological group working for the city going forward. so i'm sure you're aware, we're not the only public agency facing technology hiring challenges. a recent report from the state chief information officers said that a shortage of qualified candidates hampered 66% of states from achieving strategic it initiatives and moving forward with technological goals and that at the executive level in california, 88% of it staff are eligible to retire. so, these statistics in our experiences, san francisco, help us to understand that we -- we have a comprehensive not just of field positions now, but to create a sustainable pipeline for the city's future needs and to do that against our current back drop of 3.5% unemployment in san francisco

proper. we also want to point out that the department of human resources believes in the merit hired system that the city has, so our challenge really is to balance those principals with the city's names and the market factors. mrs. fortunati mentioned a pilot we launched in 2015. we had plans to present the results of that pilot and our strategy moving forward at a meeting scheduled for today, but it conflicted with this hearing, and their be rescheduled in november. we had a goal of testing the effectiveness of an online, on demand examination for permanent civil service hires con ducked for it business analyst. four departments participated in the pilot over six months, the department of public health, the emergency

management -- 8 positions went through this pilot process. the exam was online and on demand, so candidates did not have to down to a testing center. when they qualified, they were sent a link and rated. six hires were made through that process we know of in addition to the hires the department made. the eligible list were boryed by row -- the list was borrowed. >> when was it done? >> in a six-month period. >> you mentioned 8. >> 8 jobs were announced through the pilot process and 6 people were hired of 8. additional folks may have been hired by departments who borrowed those list, but we don't have that specific data. so the -- one of the goals was

to reduce the time from announcing and establishing an eligible list. we were success. the time of playing a job on the website to having an eligible list of candidates that the department could hire from was 32 to 37 days. some of the successes from that pilot, the timeline for creating an eligible list was shortened considerably. the vast majority of the applicants we surveyed after the task found it convenient and easy to use and felt it help them see the city as innovative and forward thinking. they found the process convenient. when you start anything new, an electronic system, there's glitches at the building, so those who participated at the end were definitely more happy with the process. so where we were not successful is that this exam only addresses one more component which is -- what is a very large and can be

lengthy hiring process. so we agree with the civil grand jury that a comprehensive change is needed in the way the city conducts its hiring. there has been a time in -- not too distant past -- where we were overcome by the number of applicants we had for open positions and especially with it hiring, that's not where we are today. we had to move from a process based on what the city needs to a process focused on what the candidate and what the departments need. so what we've been doing is focusing on changes from the way we recruit candidates to the way we bring them on board and their experience when they be -- become a city employee. what folks are doing that's not the city and county of san

francisco. like, what is twitter doing? how are they recruiting folks? we have a coalition, not just of the city, but external partners to help us understand how to update our recruitment and hiring process and redesign our candidate experience, so those coming into the city have a good impression of who we are from the beginning to the end. we're doing some things in this process we've never done before, and one is working hand and hand with a large coalition of city departments. hr, and it to bring everyone together to ensure we're developing a solution that meets everybody's needs. we're planning things like a tech only job website. we're highlighting our value proposition, all the different cool projects city employees do and all the reasons why someone would want to work for a city. we're designing an enticing situation for candidates. we believe in a year from now when we come back and talk about this again, which is what we

would like to do, the landscape will be considerably changed from what it is today, as we're able to implement a new exam, but entirely new process focused on the candidate and enticing them, and interesting them in becoming a city of san francisco employee. i'm happy to take questions you may have. >> you sort of mentioned some improvements that you would like to make by the end -- by a year from now. and i'm just curious, do you have, like, a work plan or -- that shows timelines of things that need to be done next month and three months from now? >> we will. actually in approximately a week from today, we have a project manager on board. and we are -- we have developed a set of recommendations so there's things we've already done as we've done surveys and focus groups with those candidates

hired within the city the last two years and those who dropped out of the process. we've conducted surveys with the hiring department to see what works and what doesn't work in the process. we established five different working groups to look at minimum qualification in salary. our recruitment process, the candidate experience, how we select candidates. and there's one more that is just flying out of my head at this moment, but each of those working groups got together and came up with a series of recommendations that we will be moving forward to implement. so we're doing this in a way we feel is scientific and will be sustainable. so our next project is to take all of those recommendations and weigh them down. there's a group meeting today right now. who is taking the recommendations and taking them down. the next step prioritize them. what is most important, and what do we have the resource to do? and those are the things we'll do first

and foremost. as ms. fortani, all thing are on the table. there's exempt process for hiring. there's a way we can hire expert it folks as a way of contracting in. instead of contracting out, we don't have the capacity to provide within the city. there's a way to contract in those expert services. >> well, i think i'm -- i would be and probably other members of this committee would be interested to look at -- when you do make those final decisions in a week or so. to look at that report. >> absolutely. >> and maybe a grand jury, members would like to see it too. >> we would be happy to share it. >> it's nice to hear you're going to make progress and it sounds like you are. i'm just

curious, if the a-positions are the 6 people hired, just to have a comparison, how many people were we looking for to enter into the it department? >> well, i don't have the total number, but i think a good example is the department of public health. the opening of san francisco general hospital, they have between 80 and 100 new it positions that they need to hire for. so those positions haven't been vacant for a long time, they're new positions coming on board, and we need to hire for those. so in terms of that, there are things we can do in the present moment that help to hire those folks quickly and get them on board, and there are things we can do in the long run to ensure these changes we make are sustainable. >> okay. thank you. any other questions? i have a question for, i think, this might be for

mr. balace. in regards to the funding that's needed to do all this, you mentioned, in the budget, in the next two years, we have a fairly large budget for the it department, but i'm just curious, how much would it cost to implement these things we're talking about because part -- what you mentioned was 100-something million or whatever it was. $61 million. what i didn't get was, what part of that budget would be to implement new approaches? >> well, so $150 million over the next five years is what's apart of the it plan. we've -- which is a significant amount of money. we have a lot of need. we have a lot of

projects that are in need of more money all the time. but that's a significant investment. i don't have the total number of what it would take to do everything that is requested. but the $61.3 million is what we mentioned over the coming two years. and as far as what the short fall is, i don't have that number. but that amount is what we have identified as requiring to meet those initiatives we have described and it's in the report we submitted. is there a specific initiative or project, maybe someone from our department can provide more - >> i just am interested in the short comings of these projects. what is the budget need to fully implement the things you want to implement?

>> i don't have that number. we do a better job now of identifying what are the significant and the essential projects and we're focusing on those, and that's what we've provided in the response here. as far as the -- any other projects that aren't mentioned here and what the short fall is, i don't have that in front of me. >> ms. garner, in regards to the implementation of these ideas you have, is there a price tag attached to it because again, i assume this is going to take funding to do some of this stuff? speaker: absolutely. the question is, is there a budget attached to those ideas. there will be need to be, so we will be -- i'll give you one example. one of the things that is a recommendation that will come out of this group, i talked about, is we think it would be helpful to have one central team that focused on it

recruitment, and helps department stay up with current technology, current terminology, helps departments write mouth watering advertising to get folks interested to coming to work for the city. having a team like that will require resources. >> i appreciate it. when you do that report by a week or so, have those -- >> hopefully we'll be able to put those price tags on them. i do want to say thank you to dt and the recruiting they're bringing on board is a great help for us, and in putting all of these things together, but yeah. so the answer is yeah. we'll be able to put price tags on that and share information in the report. >> i appreciate it. any questions, supervisor? thank you very much. >> thank you. is there another report? >> no -- yes. any public

comments on this item? seeing none. public comment is now closed. i guess what we want to do now is go through the findings and recommendations. so would you call each finding, madam clerk. >> yes. finding number one, the city has not prioritized critical network infrastructure investments as demonstrated by the failure to fund network improvement. >> okay. i'd like to recommend that we disagree with finding holy. and the comments we have is major it infrastructure, projects have been a major focus for the city. coordinating effort to improve the city's network infrastructure is included ads a priority in the information and the communication technology plan. okay. >> finding number two, significant problems exist within the department of

technology, that limit the service it's provides to departments, largely due to the inability to sale job positions and job restraints. >> i recommend we disagree with this holding. the board of supervisor has no jurisdiction over the hiring process that dh and dt has and continue to update. the board through the an maul budget process has made significant investments to the department. >> finding number, the three reorganization three to designate a -- could be a positive step in building dt's credibility. >> we will agree with the findings. >> finding number four, dt business analyst capabilities to launch new processes to make dt more efficient and more effect. >> we disagree with finding in part. the board of supervisors

was able to fund both the new business engagement manager position and the second business analysis. analyst requested by dt -- it. the department of technology. dt. >> finding number five, the skills capability of the people soft system as con figured will not enable department heads to identify city employees with skill set and demand. >> we agree with finding. >> finding number six, the department of human resources, dhr effort through the information technology, it hire -- and stream line it hiring will not sufficiently impact the it and dt. >> we would disagree with this finding holding. the board of supervisors have no jurisdiction over the hiring process of that dhr and dt.

have established and continued to update. >> the final finding or finding number seven, the absence of a way to bring in it services whether at will or service based system puts the city at a great disadvantage and all other risk of technology -- >> the board of supervisor have no jurisdiction over the hiring board. we have established and continue to update. would you like to go onto the recommendation portion? >> okay. chairman yee, i would be happy to go through my suggested responses to the recommendation. can you please read recommendation one. >> recommendation one, the mayor should pry ore these the network infrastructure and fund the platform. >> this recommendation has been

implemented. and our response text is as the mayor response indicates, the 6th network project was highlighted as a high priority into the most recent it plan and funded with $4.3 million in the mayor's fiscal year 2015-2016 and 2016-2017 budget, the largest single allegation from koit's allegation. >> recommendation number two, the mayor and the board of supervisors should have a six-month report. >> this will not be implemented. while any individual supervisor can call a hearing on this topic at any time, the board of supervisors could be predict if or when one may do so. the board president, myself, sits on koit

which will receive progress. as the department's response indicates in september, dt began releasing a monthly project status and key performance indicator, a key -- and key performance report for department heads including measures on services at a project level network of time and other yet to be determined matrix. >> recommendation number three, a user satisfaction survey should be sent to all dt clients before the end of 2015 and later in six months. after the reorganization to assess whether the new accountability structure is making a difference for the clients. >> this has not been implemented but will be in the future. for clarity, will i need to specify a date if that's the case? >> through the chair,

supervisor breed, i believe so and the outlining date can be six months from when the report was issued. >> thank you. this is largely beyond the jurisdiction of the board of supervisors. dt plans to distribute an initial survey before the end of 2015 with a followup survey by the end of 2015-2016. okay. thank you. recommendation number four, please. >> the office of the controller should develop a skills capability by the end of 2015-16. speaker: this has not been implemented but will be in the future. as the controllers response indicates, they plan to implement this in the specified timeframe. it's in the controller's audit -- i

mean, the controller's response. thank you. recommendation five. >> dhr should present the results of its pilot hiring process to the mayor and the board of supervisors before the end of calendar year 2015. >> has not been implemented, but will be in the future. as the department response indicates, dhr plans to complete this by the end of fiscal year 2015-16. >> recommendation six, dhr should issue a monthly report showing the number of it positions at the beginning of the month. the number of the new it position recommendations received in the current month, the number of it positions filled in the current month, the number of it positions at the end of the month and the average days to require the it positions closed in the current month. >> okay. this recommendation will not be implemented.

implementation of this recommendation is largely beyond the jurisdiction of the board of supervisors. any individual supervisor could call a hearing on this topic or request a report at any time, the board of supervisors cannot specifically predict if or when one may do so. more over, reports with this level of gradually and frequently would be excessive for the board's purposes. >> recommendation 7, dt should launch a task force for recruiting it staff at the at-will basic. >> okay. this has been implemented. as dt's response indicates, this task force was developed in response to the civil grand jury previous report. the board of supervisor thanks the grand jury members for their

contributions in improving city it. >> recommendation number 8, the mayor and the board of supervisors should calendar a review of tax proposals within six months of its convening. >> this has been implemented. the task force has and will present to koit. a body on which the board of supervisors and many other city leaders set. >> recommendation nine, dt needs a recruited dedicated exclusively to dt and other it staffing needs. >> will not be implemented. this is beyond the jurisdiction of the board of supervisors, so the board will support dt and its effort and evaluate any possible staffing reports during the annual process. >> the final recommendation is number 10. dt need to hire business -- new reorganization and new initiative. >> this has been implemented. this is largely beyond the jurisdiction of the board of

supervisors, but as the department response indicated, there's an engagement process as apart of this pre-organization working on these efforts and have funding for additional staff to do so. and so that's the final recommendation, and with that, chairman yee, i propose that as our official response from the board of supervisors. speaker: thank you very much, supervisor breed. first of all, can we have a motion to file number one. >> because the recommendations three, four, and five has an implementation to be in the future, it will be need to be continues. >> i make a motion to continue item number 1 to the call of the chair. >> no objection, motion passes. now, can we have a motion to forward this item number 2 as amended to the full board with positive recommendation as a committee report. >> so moved. >> okay. with no objection.

the motion passes. >> before -- oh. >> go ahead. >> before we move to our next item, i want to thank the members of the civil grand jury for the work that was put into preparing this report, and thank you alegra for your work on this as well. i know you've served on the civil grand jury in the past, so we really appreciate your commitment to working on these reports and working to make the city better. thank you. >> i also dido that. this one has been a very interesting one in which we all know that we can mast vast improvements to our system when it comes to the it, so thank you very much, and thank you very much for others that have also contributed to this report. okay. so, madam clerk, can we have item number 3. >> hearing on the recently published 2014-2015 civil grand jury report, entitled "san francisco fire department, what does the future hold?

>> okay. so, the person for a grand jury for this report is janice. i guess also -- go ahead. >> supervisor yee and supervisor bree. i'm janice petty, for the person of the 2014-15 grand jury, and i was on the -- another grand juror is going to present the report to you. >> thank you very much. >> i'm jack tumey. i'm pleased to be here. the most recent investigation of the san francisco fire department by the san francisco civil grand jury was way back in 2004. we focused on the 1990 emerger of an emergency services from department of public health and

to the -- i saw -- it solved problems with poor emergency responds with local 798 with a complex as well as harassment towards emt's and with 24-hour shifts for emt's. in the years, we've seen dispatch -- shifting from the static mode of being stationed at fire houses to the dynamic mode of being home -- and they moved to be disbursed across the city. also, emt's have returns to 12-hour shifts. newspaper reports in 2014, again, reported on poor fd emergency response times, and in september of 2014, the local 798 issued a letter to the mayor stating that local --

total lack of interest of confidence in the current ssfd administration. boelth of these stories peaked our interest when they did an investigation into the fire department. during our initial look, we toured the training facility of treasure island and we were impressed with the state of the facility. firefighters train in-house and it has been set afire with propane. yet the house does not burn down and it's available next week for further training. firefighters are move over broken ground in full gear carrying hoses. the capability for a live training on a bart vehicle is -- we found out this wonderful facility is all going away within a few years because ti is devoted to housing and businesses and parkland. there's no room for a fire training facility. yet the existing sewerage facility is

staying. during our investigation, the jury again find a major problem in fd which is not responding to emergency and medical emergencies fast enough. the department has -- recently received new ambulances and must rely on some ambulances more than ten years old. there was slow response times in the southern half of the city and recommended that ambulances in those areas go back to their allegation. sffd responded to recommendation with a plan to allocate fire house in these houses -- ambulances to return to evans street during their street to replenish supplies. this just might work. not responding first -- which is

ten minutes for code three emergencies and 20 minutes for code two. the aspect of not responded often enough refers to not fulfilling the 80% mandate the exclusive operating area agreement. not fulfilling the eoa agreement means loss of funds to sffd and that private analyst get more than the 20 to which they're entitled. the jury found a lack of strategic planning at sffd. the department said that this is due to the economic turn down in 2008 when they laid off their strategic planner in order to keep one more firefighter on the job. the department's response to recommendation are 1.5 list its effort being taken in regard to this strategic planning. the areas in dire need is -- they

keep the facility there. the mayor appoints members of the board of directors of tita, the treasure island development authority and it has approval from the board of supervisors. without ti, the city has to get on with finding another area in the city that can accept the propane storage tank necessarily for the [inaudible]. this will not be cheap or easy, and sffd must not [inaudible]. another strategic planning is the maintenance of fire engines and fire houses. what we have now is deferred maintenance. the deferred bill is already high and getting higher. thank you. >> thank you very much. any questions? let me have fire

chief hazewhite and her crew to come up here. and then also owe goe ahead -- go ahead. >> hazewhite, the fire department. i wanted talk about our fire president andre evans and fire commissioner mike and he custody parted due to another appointment and that's fire commissioner stephen. we also have present, mr. bob beck from treasure island department authority. there were two areas where tita had to respond. we appreciate them being here. i have 8 slides. you have our -- it itemized -- before i get started on the presentation, and i know three are here today, the members of the civil

grand jury. i'm impressed by the participating nature of our community members, and they volunteered for this assignment and spent hours working with members of my staff to get a better understanding of our department operation and we appreciate the work that they did. so, first slide, and i want to acknowledge the members of my staff here. mark is going to help me with the slide show. so department representative met a number of times with the civil grand jury and explored and discuss a number of topics. at the end of the day, there were two areas that the grand jury focused their report on. the first was the ems response and the second was the status of the department's training facility on treasure island. so the following slides will address those two topics. related to ems, issues highlighted in the report as

you know, our city has seen growth over the past few years that increases the demand for services. with both day and night services -- the result has been increased calls on the medical services side. the city's ambulance resources both san francisco fire department and private partners unfortunately have not been able to keep up with the demand and that resulted in response issues in the fall of last year. as a result, a city wide work group performed pulling partners and stakeholders from our department, the department of emergency management, the mayor's office, the controller's office, board of supervisors, president breed was at those meetings, labor and doing an analysis of the systems and makes recommendations on the improvement. there was an investment made in the department which the economy restored here in our city and it has supplied much needed

resources to address some of the issues. the next slide, we bulleted it out some of the new initiatives that we've taken and resources added since just a year ago. and i'll review these briefly. we do have an academy of 42 members, emt, join the san francisco fire department, so they provided additional staffing. they came in april and graduated in may of this year. we saw the delivery of 19 new ambulances in service. proud to report related to ambulances we have another 9 coming this fiscal year. 5 were awarded through a grant. 2 were privately donated by a couple from the community. and 2 are in our budget. so with the delivery of those the added to the 19, we will have more than 50% of our ambulances with less than 3 years of service which we're delighted to present to you. we also just recently shifted

to a 42-hour workweek for the ambulance tier. and it allows for greater coverage that the previous schedule did not, and we just embarked on september 26th. we also are working on an enhanced supervision model at station 49. we received -- greater level of supervision on a greater basis. joining today, i asked dr. clenan who is our director, he's also he's practicing emergency -- he has a very thorough understanding of the challenges we face here in the city, and he has spear headed the restoration of version 2 of what used to be called the home team. the homeless outreach medical evaluation team. we've repurposed it and it has been funded to have two captains

that will work full time responding to the frequent users of this system. if we see a pattern by a certain person, instead of having our resources rushed to that scene, wore going to have a proactive resource. we're in the process of recruiting for those positions at this time. they were recently funded as of october. we think that will have a direct impact on appropriate resources for these frequent users of this system. dp nurses, i believe, as you may know, we have a heavy call volume to one address, 101 pulk street which is a drop in shelter. responders were responded 80 or 90 times a month, and in working in conjunction with the department of public health, we asked for medical expertise, so the dhp replaced a nurse at that city.

the calls have dropped by 50% by month, because we have a higher level of expertise to say does this person that i'm evaluating need 911 services or do they need another service. we believe that's a great i will -- a great illustration that we've embarked on. we're in the process, as was addressed by the civil grand jury, as opposed to having just station 49 at 14 evans, 15 avenue znswer b, the equipment crash house is getting -- and we also continue, as apart of the work group to have the sub-committees in terms of the ems, ambulance provider group members. in the last year and a half, we have become much

more closely aligned and the lines of communication are good. they're improved with our private partners and king american. and so they continue to meet on a monthly basis. our department and the private providers. we've close with department of emergency management of tracking data and that working group continues as we refine and analyze our data. we're working closely with dt on it upgrades, and we're delighted that under the direction of deputy chief cambardi working on the ems facility, a grand new facility that we envision being placed on the 2016 health fund to the tune of $45 million. it will replace the station 49 facility which was always envisioned to be a temporary facility. we've grown and we've managed to make

it a facility that will continue to accommodate the great work that our members do. we really need a brand new facility and we envision incorporating ems in into -- what we've locked down is a location behind our station 9 on jerald avenue. and we can answer more questions about that if you have any specifics. the next slide is a graphic. as you can see from the chart, this is included in the department's response in your packet. emergency or code 3 life-threatening response times has decreased given these additional resources that i talked about. and initiatives put in place or in the process of being implemented. response times and assistance performance improved over the summer even after the publishing of the civil grand jury report. it's not to say that the work doesn't continue. we need to continue to improve. we're constantly monitoring the system and

analyzing areas of improvements or pending issues that may arrive. we've experienced increases over the last 12 months in light of these improvements so our impact on staffing is being monitored closely. we did want to put in a slide about strategic planning although it focuses on the straining facility. the department has been lacking in administrative and planning resources. we have regularly, since we lost that position, nearly a decade ago have advocated for that, and i know chair yee, you and i have spoken about the response of strategic planning and i know it's a priority for president breed. this year, we had to fight tooth and nail to keep those positions in. we have new positions which we're in the process of filling, and in addition, we want to

incorporate sort of all these separate documents into one large comprehensive document that we'll plan. i would like to acknowledge evans for helping spearhead a strategic planning committee which is comprised of various committee members, that we've met three or four times and talked about the initiatives and five topics we've been talking about. and it's surrounded by the people and the policies and the preparedness of our department. that's forth coming. our goal is to initial a plan some time in the spring during the fiscal year. the following two slides, address our treasure island training facility. when i was a direct of training from 2000 to 2004, we had just inherited from the navy when

the navy decommissioned that facility, we inherited and i can say from personal experience, that facility is worth its weight in gold. we operate an extensive goal on treasure island where we conduct a variety of training including recruit training and regional trainings and exercise. we do have a training facility here at 19th and fulsome. the experience gained from this facility is unmatched. we do have a live burn facility. we've basically replicated an underground muni and bart situation, electrical, water emergencies, you name it, that facility has it. and we feel that it has definitely assisted us -- i'm a big believer in training. training is the success of any organization, but it takes on a greater meaning when you're talking about saving lives and property. so we have been good

partners with mr. beck and his staff. as you know, we have a state fire station over there. we're responsibility for taking lives and property on treasure island. the treasure island plan, the department is anticipating to vacate that facility in later phases of that development. we need to replicate this facility. candidly, it will be difficult because of possibly noise as well as the requirements of having a live burn facility. i know there's plans and i'm respectful of plans and housing, but speaking with my fire chief's hat on, i would like engage in revisiting this issue. and we are cold heartily behind it and

appreciate the objective recommendation from the civil grand jury that this is a facility that is second to none. i believe there's only two -- this is the only one i believe in northern california. we have ideas that we'd like to enhance, but because of this blooming 7-year deadline, we haven't done so. we believe we could continue to use this facility. it would have revenue generating capabilities if we open more of the regional asset. i would like to throw that -- i know our fire commission is of that same opinion. we would love to have a further conversation about the possibility of keeping that facility, and i understand it would be potentially enough -- i know there's parkland that's expected to be in that area, but -- and i get it, i'm a mother. outdoor space is important, but this is, i think, where we need to be

prepared for a man made disaster. you can't get the type of training that we're able to put on treasure island facility. that concludes my presentation. i'm happy to answer any questions. thank you. >> we need to take a real quick 10-minute break right now. and we'll have a >> let's, i guess, the recess is over. thank you chief for your presentation. are there others that will be presenting? >> not at this time, but i may

call on them for specific questions. >> okay. at this time, supervisor breed, do you have questions? >> yes, i was hoping that the treasure island development authority would provide a presentation based on their response regarding the facility. >> thank you, chairman yee, director -- supervisor. i don't have a presentation for you today, but i can certainly speak to the response that was provided as was mentioned in the response. the fire training facility was not included in the future land use plan. i'm still reviewing some of our historical documents,

our files to see if i can find a more extensive analysis of some of the thinking that went into the conclusions to not include it in the land use plan for the future of treasure island. we certainly -- i have a long history in my career of working with the san francisco fire department, and understand the important role that the fire training facility plays in the department's programs, and i look forward to working with them and the department of real-estate as appropriate to evaluate potential future sites for the fire training facility or for its potential continued presence on treasure island. if the continued use of the navy facility has been viewed largely as an interim use, since the base was closed, and so moving forward, we would need to do a full environ