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tv   Special Government Audits and Oversight Committeee  SFGTV  July 7, 2021 3:00pm-5:31pm PDT

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social security essential and invites public participation in the following ways. cable channel 26 and sfgov are streaming the public comment call in number. comments and your opportunities to speak during any of today's public comment period are available to you via phone by dialling (415) 655-0001. the meeting i.d. for today's meeting is 146 057 8563. following that, you will dial the pound symbol twice to be connected to the meeting. when you're connected, you will hear the meeting discussions, but your line will be muted and in listening mode only. when your item of interest comes up on our agenda, please dial star followed by 3 to be added to the speaker line.
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do so as we call the item. the best practices are to call from a quiet location. speak clearly and slowly and turn down your television, radio, or streaming device. alternatively, you may admit your written public comment and my e-mail address is if you submit your public comment by e-mail, i will forward your public comment to the committee and add your comments to the official file for the item on which you are commenting. you may also send our comments to city hall by mail. and finally, mr. chair, items acted upon today are expected
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to appear on july 13th, 2021, unless otherwise stateded by motion. >> chairman: thank you, mr. clerk. please call the first item. >> clerk: item number one is the accept and expend grant and amend the annual salary ordinance cal highway patrol for the cannabis tax fund grant program. to provide for the addition of one grant funded class 2403 forensic laboratory analyst and one granted class 2456 forensic toxicologist. members of the public who wish to provide public comment on this ordinance should called public comment number. (415) 655-0001. today's meeting id is 146 057
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8563. press pound and then star followed by the meeting idea to speak. mr. chair. >> chairman: thank you, mr. clerk. and i believe we're joined by david serano and dr. luke roda. i will turn it over to either or both of them for their presentations. >> thank you, chairman and honorable members of the committee. i'm joined with my colleague, dr. roda. we always like to start with the mission here at the ocme and that's to aim for the highest ethics and those cases that fall in our jurisdiction.
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we seek partial and forensic sciences for the community and to inform public health initiative. consistent with that, we sought a grant with the c.h.p. under that grant was authorized under proposition 64 and passed by voters in 2016 the american adult use act. those funds are located in jurisdictions to bring in advance the standardization of methodologies and a laboratory setting for d.u.i. case work. we sought and received a grant for which we are very excited about. the clerk described t. it is to purchase an auto mated liquid handling instrument. a very complicated, delicate, but highly accurate instrument and to bring on two additional staff members for the term of
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this grant, which is two years. we hope that this grant will support our existing work stream and to develop and validate the methodologies that go with that instrument, train the staff and then ultimately inform all of the laboratory division team members in those methodologies so we can in working with our stakeholders and our d.u.i. case work, the justice system, turn around those cases to them. we're very excited about this. we think it's a recognition as i may say of the incredible work that we do and what dr. rhoda does and his team in
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the laboratory division as a recognition of the quality labs the city has here in this office. thank you. >> chairman: thank you, colleagues, any questions or comments on this item? seeing none. i just want to understand this a little better. i'm curious that this also responds to concerns around accuracy, in other words, is our expansion to capacity to do this test allow this sooner or are we concerned without these funds that we compromise potentially the accuracy or the
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integrity of the test results. >> i'll take it first, and, luke, please comment as well. but, supervisor, we would never in any way sacrifice the quality of our work. with these instruments will help us refine and advance that quality if anything improve upon it and develops this instrument to in a more faster way, if you will get that key data to our. >> it's really designed for expedited results and providing these results in an expedited manner. it won't effect the quality.
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the accuracy of the results is already at the highest standards and makes all quality controls and standards in our industry. >> and, roughly, how many tests are we doing annually right now? >> we manage d.u.i. cases. >> and is it public? the positive rate from those? >> you want to take that, luke? >> yeah. so our stakeholders and really our clients law enforcement in terms of c.h.p. namely. and so really we are the testing facility. what happens after that in terms of relief of results and any positive or negative type data really falls in the hands
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of them which is more appropriate we really are a testing facility specifically for the blood. >> chairman: i understand the police have that info. do you also track. i'm just curious, is it like 50/50? or, you know, do most people come back? >> you're right. we do look at that. so current d.u.i. cases we receive in the city, but over 50% of our cases are positive for some type of impairment
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drug. over 35% are positive but over half that case are now received with drug positive. >> chairman: mr. clerk, let's go to public comment on this item. >> clerk: thank you, mr. chair. by following the instructions displayed on your screen. by dialling (415) 655-0001. meeting i.d. is 146 057 8563. press the pound symbol twice
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followed by star to enter the queue to speak. i'm receiving word that there are no callers in the queue, mr. chair. >> chairman: thank you, mr. clerk. seeing now public no public comments. public comment is closed. let's move to send this item with positive recommendation to the full board. mr. clerk, please call the roll. >> clerk: on the motion that chair preston recommend this be recommended to the board of supervisors, [roll call] mr. chair, there are three ayes. >> chairman: thank you. the motion passes. thank you both. let's call the next agenda
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item. >> clerk: agenda item number two is meant health services act annual update fiscal year 2021-2022. members who wish to provide public comment on this resolution should call the public comment number (415) 655-0001 and today's meeting i.d. is 1460578563. press pound twice followed by star to enter the queue to speak. thank you very much. >> chairman: thank you, mr. clerk. and welcome to the team for the department of public health who are joining us today. i believe we have tracy helton, charlie mya tumi and hillary acunas from the department of
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public health. not sure who wants to start us off. >> i'm tracy helton. today i'm going to be presenting the annual update for the three year plan. so good morning, supervisors, distinguished guests, and members of the public. i also want to make as a point of interest, i'm extra excited to present today. i'm a person that's elevated from the population we serve. i'm formerly homeless and i'm excited the sf board. where i'm in a leadership position in public health. so i'm super excited to be here today. so if we could go to the first slide. >> i apologize everybody. i seem to have lost the ability to share. >> clerk: i will change your status. just a moment. >> thanks, john.
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>> clerk: you should have screen sharebility now. there you are. >> here we go: if we can go to slide one please provided by a culturally diverse network. private therapist, psychologist and therapist. outpatient treatment. inpatient treatment. medication and management and a large array of more specialized services. san francisco health plan benefits and residents with limited resources and frequently, we fill the gap in section three which are people who have limited resources, some of which may or may not be
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medical beneficiaries. so just to talk a little bit about mhsa. so mhsa was enacted into the law. since it's tax money. so it's designed to support the transformation of the mental health system to address unmet needs. so it was really driven by consumers and family members for people who felt as if their family or they had been falling through the mental health system and it really came through advocacy through grass roots organizations and individuals and it's based on a core set of individuals. next slide please. so to talk about the update and
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unmet needs. fiscal year 21-22 provides outcomes from 1920 and fiscal year 20 twun-22. the state requires the counties provide an update on our mhsa three-year plan. so the annual update follows state regulations and is not intended to outline gaps and services in the entire dhs, m.h.s.. so m.h.s.a. funding makes up about 7.9% of total budget. m.h.s.a. expenditures were a little over $35 million. so just to talk a little bit about unmet behavioral health and housing needs, state mhsa funding is complementing significant investments by prop c. and provide additional
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supported in other housing and prop c will build upon some of the lessons learned which provided needed funding to fill in some gaps. so i can talk a little bit more about that as we go through the slides. so if we can go to the next slide, please. so there's seven service categories which are recovery oriented treatment. mental health promotion. housing for s.f.p. clients. so s.f.p. clients are considered our highest need folks what mhsa classifies as severe mental illness. cap alpha silts and information technologies. i also think, at this point it's important to mention that 50% of revenue is allocated for what are considered services for people with mental illnesses. which are working with people that are considered the highest
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risk and the highest need in our system that have severe mental illness. so next slide, please. so to talk a little bit about san francisco mhsa program. they currently find seven mhsa programs. highlights included 15 population focus programs. twelve full service partnership programs which in our coming fiscal year, we're expanding funding for some of those and talking about the peer programs, these include wellness drop-in center which is on parking lot street for people that have severe mental illness and also serves older adults. so we have eleven b.h. work
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force programs. five recovery-oriented treatment programs. 15 mental health promotion programs. this including 200 units. many of which are located in the tenderloin. we have what are called emergency stabilization units for people in immediate crisis. we also have wrap around services for clients of our sfp programs that go into our supportive housing programs. many of which are located in the tenderloin and we have a frequent meeting with our housing partners around those. and five innovative programs. next slide, please. i'm not going to spend a ton of time on our planning process. so many of our decisions are based upon community impact and
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that's an important part of mhsa that we have to solicit impact from our stakeholders including people using our services. we just had an engagement meeting yesterday that had 72 stakeholders and that's consistently been growing over time as people learn more about mhsa and become more interested in our work. and we've had over 200 individuals participate in our c.p.p.p. process and part of what happens is we go out and find out each year if there's underserved communities and then we make a concentrated effort to go out in the next year or two to meet with those groups. next slide, please. so new mhsa projects. one of the new projects and these are paid for through what are called mhsa innovation funds. so we have to write a proposal. the state has stringent
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requirements as to what can be funded. it has to be something they consider to be new and innovative. one is going to be a 24/7 peer chat where people can go and talk with a peer specialist. one is our project to address trauma, violence and feelings of inadequacy. so we have people who are in our sfp program. we discovered that they're doing really well, but they need a little help getting to our outpatient program. so to help them move on to the next stage of their wellness, we have a peer that's been matched with them that does kind of the wrap around services that are needed for them to get to the next place and for the next person and it creates a better outcome for our clients and that's being
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measured by our evaluation team. so then we have our wellness in the streets project. just to mention about that team during shelter-in-place, we pivoted them to be able to help in the shelter-in-place hotels and they were providing important case management type services and also linkages and services in our hotels as part of this particular project if also we have an online learning management system. next slide, please. so we're super excited to announce the state has agreed to a new innovative project which is a new innovative project for five years with the total budget of $5,400,000 to relead culturally congruent practices for black african american communities. i would say it's been around for 20 years and mental health
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initiatives ha are specifically targeted to the black african american community. we're figuring out the last details of how that project is going to be operational, but it's going to be operate engine a few of our behavioral health clinics and that's also going to have a rigid evaluation process so that can potentially be shared and disseminated with other clinics within the city and also outside different places in california. next slide, please. so peer specialists are critical to mhsa. so mhsa has a requirement that 15% of hired employees are peers or family members. so mhsa emphasizes the importance of consumer participation in the mental health work foefrs. so currently, we have 335, in 19-20, we had 335 peers. so peers are people who have been part of the mental health
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system and are now going back to, worry as part of their wellness or as wanting to become part of the county work force. so we have also certification programs that, you know, help educate our next peer leaders. so we have peers based in our behavioral health clinics. so they're doing work to help people get their i.d.s. linking people to particular clinics, being community advocates. whatever's needed for the clients, there's a gap between the clinician and the client in really helping advocate for that person. so a spotlight on community wellness. we were able to fill some gaps during the pandemic by providing wellness service for the community. we worked at the human rights
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commission. the e.o.c.. health sf and other webinars specifically targeting lgbtq+ communities. to deliver spanish language in latinx communities. if we can go to the next slide, please. and then emphasis on evaluation. evaluation is a critical part of mhsa. so we work on integrating mhsa principles to the larger system. we've been doing i.c.m. patient referrals and outcomes. we look at smart objectives for mhsa contracts. requests for qualifications. we have increased evaluations with our gender health sf and we do evaluation of our p.e.i.
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activities. next slide, please. and just to cover some of our performance highlights with our full-service partnership program, so these are our community agencies that serve people with severe mental illness and that are helping in various parts of the system including helping people get into housing, working with people in the community. you know, they can do everything that's sort of innovative and going and finding people in the community and working with them where as at a traditional health clinic, you may not be able to do that. they had 85% decrease in arrests, and a 90% decrease in arrests, physical, mental health, and substance use emergencies for transitional
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youth. 75% of classroom teachers reported feeling more successful. 75% increased their engagement in school. drop-in 7 help community center 83% demonstrated risk behaviors. so our first impressions, we had 100% of graduates reported improved development of work readiness skills and of our peer-to-peer services, 4,852 clients were served by our peer specialists hmsa. through our work that we do with peers. so that's people like myself who have had mental health issue who is are then working with other folks like themselves to help them better integrate into the community. so now would be time for questions and thank you for allowing me to do my
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presentation. >> chairman: thank you very much for the presentation and for all of your work and can you just clarify for me, just the process here. when was this -- this updates the previously approved update, i think. i'm just curious, when was the last approval and that this is updating? the last report, basically that's updating? >> would someone from the team want to jump in. >> yeah. definitely. so we provided a three-year integrative and expenditure plan last year. it was presented to the board. i believe it was september of 2020. so it was approved by the board last september. so that plan outlines basically
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budget expenditures, planning, and implementation planning for the next three years. so the state requires that we provide an update to you each year on how we're doing with our plan. so that's basically what this report is. it's an update to our already approved three-year plan. >> chairman: thank you. supervisor mandelman. >> supervisor mandelman: thank you, chair preston. thank you, ms. helton, for your presentation. it's good to see director cousins here as well. i don't really know exactly what to make of this report. prop 63 was supposed to be, you know, sort of a game-changer around mental health in california, you know, we're going to impose this tax on
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millionaires and begin to make good on unfulfilled promises going back to the '60s around the legacy of the institutionization. i've always voted for it but, i mean, this is a report that reports on programs and takes some victory laps and that's all well and good and i understand the value of that. it feels like our house is on fire. it feels like the average san franciscan, not all neighborhoods in san francisco. you will see not just one, many people who clearly have significant behavioral health
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needs that we are not coming close to feet rmeeting so it's interesting to me. that's based on what i see. we do have data on overdoses that let us know that we are leading the nation in seeing san franciscans overdosing. i want to have some conversations with d.p.h. staff and director collins to kind of understand where we are. this is not a new reality, but this is a reality that i've seen for the last three years on this board. but i grow forever more
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concerned that we don't actually have a strategy to change this and that we aren't actually doing the things that we need to do to take care of these people in a meaningful way that will improve their lives and stop this insane cycle of 51/50s and bad encounters with police and whether or not we're encarson rating people. incarcerating people. and so i'd really like to continue this in a couple weeks. >> chairman: thank you, supervisor mandelman. supervisor chan. >> supervisor chan: i do -- i concur with what supervisor mandelman is saying and it is true that i also agree that i do not have data, you know, to
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sort of to tell you. but it is true of what i see and what my constituents are seeing and i think that for the website, especially for the richmond is sort of this quiet. i think some of the community folks are suffering quietly on the west side and on the west side streets and that, you know, i think that, for me, when i'm looking at the plan, it's really good to see that there are community engagements and school based programs. i should have more questions for that too that there's something that i wanted to talk about is that i also see folks that are on the street that clearly have mental health issues and i can't be sure. i think some of them do live in the neighborhood as well.
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and they're monolingual. and no one can communicate with them or understand their needs and they are clearly having episodes while they're wandering and roaming on the streets. what do we do? how do we reach out to these individuals? i'm not too sure when i'm looking at the presentation even the community or monolingual community that there's really a specific outreach. i see some that's like school-based programs which is great, you know, and including focus on newcomer use is also good. me being a first generation immigrant that came here when i was 13 years old and at that time definitely monolingual, i do see immigrant families, new immigrants coming in with their teenage children, it's an
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adjustment and sometimes i do see mental health issues arise from that family situation. so it's good to see there is an effort. overall, i think there are challenges that i'm trying to understand better not just from your presentation but 200 something pages of the report with this update to try to understand more. so i'm in support to continue this item. thank you. >> chairman: thank you, supervisor chan. and thank you both, colleagues, for your comments. you know, i think some of which resinates with me. i think i'm perfectly happy to, you know, continue the conversation. i want to check with the department if there's any deadline that we are up against for submission that should
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enter into our thinking about possibly leaving more time. are we up against a deadline. >> the state does require we have a board annual approved by june 30th. that is our deadline, by the full board. >> chairman: sorry. by yesterday? >> no. the full board will have to approve the update by june 30th. that's the deadline we're hoping for. okay. today is july 1st. >> so yesterday. >> chairman: so it had to be approved yesterday? >> correct. we're hoping to move this along as quick adds possible. >> chairman: and what happens if this is not clearly the full board is not going to approve this by yesterday, so what is the -- do you have to request
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an expension or does it just get submitted when it gets submitted? >> based on the decision that's made today, we're going to contact the state and make a request for an extension. >> chairman: i see. >> we wanted to see what happened today so we knew exactly the amount of time we needed to request. >> chairman: understood. and i just want to add, you know, i think supervisor mandelman and supervisor chan talked about wanting a little more info and to engage a little more. really, i think the gaps the how do we do better questions and i think in what i would add, in presenting this to the state, i also found myself a little unclear on which things were being highlighted in terms of local efforts and which
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things were not. and, also, i believe certainly on the housing issues there's also an aspect of state interference with what we do locally, so there's reference to the eviction moratorium, but there's no reference to the state just pre-empted our ability to do stuff. so that's one thing if we have a little more time i'd love to engage with you on. i also think mental health sf unless i missed it that are not in here and other efforts that are significant are sited. so just the process of like which of those things we choose to highlight in a report to the state and also whether there might be some opportunities to highlight ways that the state is not just giving us money but is also limiting us through conditions or actual pre-emption. >> yes.
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thank you, supervisor preston. you're spot on as far as our regulations with the state. for example, with the overdose issues, we actually were not allowed to use mhsa funding until september of 2020 when ab i always forget the number 2265 was passed. and so, dr. cunis and i have been working on a plan to figure out how we can address funding when it comes to funding. as tracy mentioned, we have a very small amount in our budget for us to do inmow have a seat itransformal mental health services. however, those are also guided by various state regulations that actually kind pigeon hole us. to ask for the department of
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health care services to have more flexibility in our percentages of how we spend. so as tracy mentioned, 51% of our budget goes towards sfp. a small percentage may got to insew nation, work force. so we want to be able to have more flexibility to be able to have some flexibility in how we use the spnd whg we hear community needs. right now, the only way we really have to do innovation projects such as the project that you mentioned is through a very rigorous innovation approval process. we have to go to the state multiple times to ask them to use our money to serve our community and we had to do that with the black african american innovation proposal. we had to go through a very robust year process to get that funding freed up.
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so there isn't to your point, supervisor preston, there is effort on the state at various county levels to align our directives from the state with our local board of supervisors as well too and our community needs and so far, there hasn't been that strong alignment and sometimes we are very much limited by state oversight to be more innovative. and also, we have a very small housing portfolio, for this next spending, we've seen a little bit of surplus and our spending plan is to help with sfp expansion, mental health sf, and also to expand our single resident occupancy. we're working with knob hill right now to acquire 63 units, in this fiscal year to be able to expand our housing
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portfolio, but it is very small compared to the larger city need. >> thank you. supervisor chan. >> supervisor chan: i'm sorry. i just want to quickly go back to sort of the timeline of what's happening here and i want to point to the report, the update that you submitted on the page 34. you had a 30-day period that was in march to april for public review and comments. and you're supposed to have a resolution introduced and along with this update and that is supposed to go through budget and finance for full board approval. the department didn't introduce a resolution until june 8th. so i just kind of wanted to understand what is the almost
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two month's gap in between from the time that you have a 30-day public review comment? i just want to say is that you sort of put the board in a bind right now for approving a 200-pages update, you know, yesterday, but that's, you know, it's rather challenging to ask us as a committee to digest 200 something pages of update and to be able to say, this is something that we can put our approval on and move this forward. so i just want to understand what happened to the almost two month's gap. >> supervisors, if i can just jump in, supervisor chan. my understanding i understand the gap. i think it is not a problem to ask for an extension from the state. i just want to clarify it will not be an issue.
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we will go back to the state, ask for an extension. it is not -- we do not expect it to be any issue at all. >> supervisor chan: right. and charlie can also just give you the timeline. but the state is very flexible with this. they understand we have a board of supervisors. this is an example of one of or timelines that doesn't align with what the counties have to go through. so we really appreciate that feedback and that's what we're, hoping to work for to get dhds online. this is an example. but let me pass it to charlie for more background. >> yeah. so i'm going to pull it up here. we are required by regulations to post for 30 days, as you noted, supervisor chan, and then following the 30-day posting, we're required to have a public hearing with our behavioral health commission. so calendaring that public
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health hearing was a little challenging. at the time, we have to wait for our posting to be done before we can move forward with that. i'm going to find out the date that we presented and then shortly after we were able to approval then we worked towards a resolution with you all. >> and the other adding to that, we also get year in reports for our program to be able to compile this program. and sometimes also that can have us a little delayed. some of 0 our programs as awe know with covid had limited capacity on how to complete these year end reports. so we were being a little bit flexible on the timeline just to respect the nature and how our programs had to shift during the pandemic. >> i would also like to add
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this document isn't necessarily a san francisco-friendly document, it's a state-friendly document based on all the requirements that they have. so it's hard juggling multiple stakeholders, but we're definitely open to having another meeting. these are the items that fulfill the requirements of what the state wants to know from us and we definitely -- we have competing interests that they're not very understanding about. >> chairman: thank you. thanks everyone for clarifying on that and thank you, director kunens. i think not to speak for our fellow committee members. we take our timelines seriously. when we hear something has to be filed by yesterday, we want to explore that. my understanding is this hearing was for july. at the start, we have accommodated to get on it as soon as possible.
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it was not on as a committee report and that's something depending what you hear back from the state police, feel free to be in touch with my office before the next hearing if it needs to be moved more quickly in that way, but i certainly agree with my colleagues on the committee it makes sense to continue with our next regularly scheduled meeting july 15th and that will give us a chance to be in communication and get any questions answered directly. i appreciate your work. and i also want to say that we understand with given what's been going on in the last year that especially community engagement processes that things were upside down. so i don't think this discussion is meant to be critical in any way around the department on the timeline here. i think we just wanted to make sure continuing wouldn't have
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some adverse consequences. so i would like to -- well, we should take public comment on this item. >> may i make one more brief comment, supervisor preston. >> chairman: sure. >> in response i think to what supervisor chan. mhsa is not intended to represent the full breast of the behavioral health work san francisco. and i think supervisor chan, you also asked a lot of important questionses about what is happening how are we and how could we be responding to the current and supervisor mandelman, i know, you know, i hear your comments and if one were to read this report and isolate them runs the risk of both obscuring the important
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work that's happening under mhsf and under prop c as well as the observations that we all share when we walk around san francisco. i also want to add how also importantly that successes can be invisible. successes because of stigma because when people are doing well, they become less visible. we also see this report as really sharing some of the important successes i think which in my view also provides some hope through innovation and implementation, we will see change. so i really look forward to both the specific conversation about mhsa and this report, but also supervisor chan and other supervisors about the issues more broadly. >> chairman: thank you for those additional comments, and, yes, good things can happen
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when we tax multimillionaires. let's go ahead and open up public comment. >> clerk: thank you, mr. chair. mr. michael baltazar is checking for public commentors in the queue. if you wish to speak on this item, please call in by following the instructions on your screen. by dialling (415) 655-0001. following that enter today's meeting i.d.. the meeting i.d. is 146 057 8563. following that, press the pound symbol twice then press star 3 to enter the queue to speak. i understand we have one caller on the line. please bring us that caller. >> commissioners.
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this is the fifth time i'm listening to this conversation. and the more i listen to it, the more convoluted it gets. so, wake up. we want action. [inaudible] and you call the state. we cannot put the blame on ya'll. for the board of supervisors, [inaudible] your staff should have called whoever's in charge and ask for a resolution. there is no way we can provide the services and we keep changing the [inaudible] and we took a long, long time and, shame on you, supervisors,
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we took a long time to fill the seat of the behavioral department. so now we've got [inaudible] who left san francisco. we approached him for some help and they go directly to government. he knows all about this. [inaudible] the general hospital and the department is dysfunctional. it really is dysfunctional. essential workers being insulted. where essential workers are being insulted.
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this comes under crimes against humanity. >> clerk: thank you for your call, mr. acosta. f.y.i., your. could you please connect us to the next caller. i've just received word there are no further callers in the queue, mr. chair. >> chairman: thank you. public comment on this item is now closed and i'd like to move to continue this item to our next regularly scheduled meeting on july 15th. >> clerk: on the motion offered by chair preston that this resolution be continued to the july 15th regular g.a.o. meeting, [roll call] mr. chair, there are three ayes. >> chairman: thank you, mr. clerk.
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the motion carries and we will see you on july 15th and look forward to engaging with you in the brief period here. mr. clerk, let's call the next item. >> clerk: agenda item number 3 is a retroactively approving a california department of parks and recreation habitat conservation fund grant. the department to maintain a certain portion of sharp park habitat for the san francisco gardener snake. july 1, 2019, through june 30, 2039. to file a deed restriction against the property designated as san mateo county parcel block number 016-43-0020.
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members of the public who wish to provide public comment on this resolution should called public comment number which is still (415) 655-0001. enter the meeting i.d. 146 057 8563. then press pound twice and star 3 to be entering into the queue to speak. >> chairman: thank you, mr. clerk. we're joined by ms. moran from the parks department. >> good afternoon. i'm here to present the legislation for the state parks department sharp park conservation grant contract. the purpose of the habitat conservation fund grant is to protect and improve habitat for federally and state threatened and endangered species. the san francisco recreation parks department applied for a
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habitat conservation fund grant and was awarded $200,500 from the grant fund program to restore san francisco garden snake happen habitat in sharp park. it's a federally protected and endangered species. as with most habitat restoration projects, it takes several years for the plants to establish and the project to become a fully functioning habitat making it very important to start the project on tomb. this is a four-year project and the grant is a five-year -- has a five-year grant performance period. work can only be completed during certain timeses in the year when the snakes are not breeding or foraging.
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otherwise, you might have a taking which is basically a killing of the species and that's against the law. the back in 2020, prior to 2020, we had prepared legislation to accept this grant and enter into the agreement. as we approached february of 2020 and the covid-19 pandemic started influencing the board of supervisors legislative document, we were asked to appropriate this grant through the 2021 aao process or the budget process. since the project still needed to start on time so it could be completed on time, we entered into the grant agreement without the board of supervisors approval and we started the project. so i am here today to ask the board of supervisors to retroactively approve the grant
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projects with the california state parks department which is to file the deed restriction in san mateo county. that concludes my presentation. >> chairman: thank you for your presentation, ms. moran. colleagues, any questions before we move to public comment. seeing none. mr. clerk, let's open it up to public comment. >> clerk: thank you, mr. chair. if you're watching our meeting on cable channel 26, if you wish to speak on this item, follow the instructions displayed on your screen. by dialling (415) 655-0001. enter the meeting i.d. of 146,
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057, 8563. press the pound symbol twice then star 3 to enter the queue to speak. mr. chair, i'm receiving word from mr. baltazar on the side we have no public commentors for this item. >> chairman: thank you. public comment is now closed on this item and i'd like to move this item with recommendation to the full board. >> clerk: on the motion offered by chair preston that this be moved to the full board of supervisors, [roll call] mr. chair, there are three ayes. >> chairman: thank you. the motion passes. thank you, ms. moran. and let's call the next item. >> clerk: agenda item number four is a grant for the centers
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and disease control and preevengs for participation entitled ps20-2010. to support ending the hiv epidemic in the united states through the period of august 1st, 2020, through july 31st, 2021. members who wish to provide public comment on this resolution should call the public comment number which is still (415) 655-0001. today's meeting i.d. 146 057 8563. press pound twice and star 3 to be entered into the queue to speak. >> chairman: thank you, mr. clerk. and today, we are joined by
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eileen laughlin and hannah hgard. >> i'm here with my colleague and i think she's going to share some slides. thanks, eileen and also our director tracy packer. we'll wait and see. next slide, please. thank you. so in 2019, the federal government announced the coordinated effort kroos many federal partners and the ending hiv epidemic or e.h.e. is a ten year initiative across the u.s. department of health and human services and the goal is to reduce new hiv infections by 70% by 2025 and 90% by 2030.
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through these four strategic pillars and the san francisco we have added the goals to eliminate hepatitis c and also greatly reducing other sexually transmitted infections. next slide, please. so d.p.h. was awarded this cdc grant on august two thousand twenty and it's a five-year grant but we've been told it might extend to ten years and a year one award was $2.7 million. so approximately $2.3 million was awarded to the chet branch as well as the community led steering community and we're working closely with the hiv health services branch because they received the funding for hiv care services. and $450,000 was awarded to the san francisco city clinic for
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their project expand and elevate or exel, which will enhance and expand integration of sti and hi prevention care services. next slide. our services will focus on black and african americans, latinx communities, transwomen, people who use drugs, people experiencing homelessness and people who have experienced incarceration. next slide, please. this funding allows d.p.h. to increase our focus on advancing racial and health equity addressing sin demotics and lived experiences and human dignity using a harm reduction framework. next slide, please. cdc's goal with this initiative is to fund disruptive
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innovations and hiv. so dph and all of our partners, we're going to augment focused community engagement through several mini grants. we're going to fund new innovative services. one example is mobile contingency management. homeless services. and expand harm reduction services such as overdose in hunter's point and the mission and other areas as well. and then prime minister status neutral services to eliminate eligibility silos for prevention and care. next slide, please. we will continue to assess and redesign hiv help c and sti services in this new normal and expand access as well to services. we are investing in test kits for hiv and sti. and we're also going to
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continue and expand our regional planning and we're focusing on enhancing work force development opportunities. next slide, please. so this slide summarizes the san francisco city clinic project exel. so they were one of the apologetics to be extended and as i mentioned before you one funding was $150,000. so some highlights include strengthening their clinic infrastructure for billing. increasing expressed visits. prep uptake. and reducing hiv disparities. and all of their work is also going to focus on reaching the priority populations that i listed on the previous slide. next slide, please. actually, next one. so we are definitely more than happy to answer your questions. before that, i want to just
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direct your attention to the link there at the bottom of the slide which is where you can find the san francisco ending the epidemics plan. we're calling it e.t.e. here. so we spent last year doing very intensive strategic planning process with city and community partners and experts and stakeholders including the hiv planning counsel. getting to zero and help c sf. and other partners to develop that plan. and that is what guide all of our activities and our budget and then the stakeholder group, as well as others are also part of the steering committee. that's the end of my presentation. we're happy to answer questions and thank you. >> chairman: thank you for your presentation and for all the really important work that you've described. i just wanted to ask about the just the timeline and the
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retroactive. i understand this had to be retroactive request because the program period basically starts august and you got a revised agreement in october. right. that's the subject of this. but i was curious, i mean, we're eight months past that and i don't know if you're just backlogged by virtue of the pandemic or if for some reason it took that time to bring us before the board. >> supervisor, my name is greg wong. i'm the analyst for d.p.h. and i'd like to explain some details about this grant. we received permission in october to commend the annual salary ordinance to include in new positions for this grant. we had received the amended award on october 30th and so after we received the approved
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budget, we want to include new positions with the controller's office and unfortunately some vacation times in november and december. some of the review going back and forth was delayed. in addition, we had to go with the city attorney's office and also dhr over the positions that we're requesting and they had some adjusted as it was going to be moved over to 2021 and two thousand twenty-two. one month was in july of 2021. so we had to spread the positions over '21 and '22.
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and also amend the ordinances to include financial 2021 and financial 2022. as we went back and forth talking with the mayor's office, they decided because they were so close to financial year 2022 to include new positions and financial year '22 and forego financial position of '21. so that's why it was decided that the ordinance would not be requested and would be going back to a resolution. >> chairman: thank you. thanks for clarifying that. colleagues, any comments or questions. we will open -- supervisor chan. >> supervisor chan: i think maybe the combination of kind
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of -- i guess it's a comment. i think this is a grant that's critical to our community and i -- during the presentation, it's good to see the focus to sort of drill down to those in need and just at some point, i'd also like to understand a better understanding about the service or in terms of health care service related to this issue for sex workers in the city and how do we make sure we reach out to them and, you know, that they're aware of the support that the city has and can provide. i guess it's more of a comment. so thank you. >> chairman: thank you, supervisor chan. mr. clerk, let's open this item to public comment. >> clerk: thank you, mr. chair. we're checking to see if there are any callers in the queue. for those watching our meeting
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on cable channel 26 or via streaming link through, if you wish to provide public comment on this item, please, call in now. you would call (415) 655-0001. enter the meeting id of 146 057 8563. and, mr. chair, i'm receiving a word from mr. baltazar, there are no callers in the queue at this time. >> chairman: thank you, mr. clerk, and, thank you for the presentation and i would like to move that we send this item to the full board with recommendation. >> clerk: could we close public comment. >> chairman: absolutely. public comment is now closed. thank you, mr. clerk, for catching that and let's call the roll. >> clerk: on the motion that
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this be moved to the board of supervisors, [roll call] mr. chair, there are three ayes. >> chairman: the motion passes. thank you all for the presentation and for the ongoing work and leadership. we are a national leader and ongoing response and thank you all for your work. >> thank you very much. >> chairman: let's call the next i'd, mr. clerk. >> clerk: agenda item number 5 is a resolution authorizing the port of san francisco to donate beach materials with an estimated market value of $417,000 from hanson aggregates mid-pacific. from the period of august 1,
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2021, through january 31st, 2023. members who would like to comment on this enter the meeting id of 146 057 8563. >> chairman: thank you, mr. clerk. i neglect to ask you to call item 6 together with this. >> clerk: ajentd canada item is already called. agenda number 6 is authorizing a grant to fund the heron's head park shoreline resilience project. let the previous item, members of the public who wish to provide public comment on this
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resolution should call the public call-in number. that number is (415) 655-0001. enter the meeting id 146 057 8563. and press pound twice followed by star 3 to enter the cue to speak. >> we're looking forward to your presentation. the floor is yours. >> good morning, supervisors. thank you very much. my name is carol bach and i'm joined by my colleague boris delapine who's managing our screen shared slides. i'm for your authorization to accept a donation of materials both of which contribute to the
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port's heron's head park. in 1999, the port expanded and enhanced the title wet lands and constructed the park amenities. subsequently in 2015, the eco center at heron's head park was constructed to have environmental education and outdoor recreation programs at heron's head park. over the past 20 years since heron's head park, the shoreline, the southern end of the park has been severely impacted by erosion. the heron's head park will construct a living shoreline comprised of a stabilize sand
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and gravel beach. the beach will protect the title marsh behind it. this schematic drawing shows on the left-hand side a stabilize sand and gravel beach that protects that the rising sea level will be able to migrate. the anticipated life of the project is through 2050. the objectives of the project is to protect the southern shoreline from erosion. to create capacity for sea level rise.
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creates a youth employment and community engagement element. next slide, please. the specific element of the shoreline project will be implemented to achieve those objectives are construction of a dynamically stooebl beach. subtitle oyster reef habitat elements. wetland revegetation which we are working in partnership with a bayview based nonprofit to grow, install, and maintain wetland vegetation. essentially, that is the youth employment element as bayview and hunter's point. and the project also includes post construction, monitoring
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and habitat which essentially makes an care for the habitat. the specific project element that we're talking about today which will prek the southern shoreline erosion. shown here next slide, please hanson aggregates is a port tenant. hanson dredges material from the bay floor in the sfral san francisco bay and barges it to peer 92 where it is washed to remove salt and mud and sorted by particle size. that sorting process produces a
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mix of coarse sand gravel and shell which is shown in the photograph on the right-hand of this slide and that material is a by product to hanson, but it is exactly the construction material that the port needs to implement the shoreline element of the resilience project. testing has confirmed that the material meets physical specifications and is free of contaminants. the port seeks your authorization to execute a donation agreement with hanson. and under the terms of that, hanson would deliver 12,000 cubic yards of the coarse beach material to an adjacent site owned by the port. the port may reject any material. the port will own the material once it's unloaded at the storage site and may use it for the heron's head parks project or other purpose and either party may terminate the
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agreement within 30 day's notice. next slide, please. the ocean protection counsel is a division of the california natural resources agency. in 2020 for nature based shoreline resilience project to be funded from prop 68 funds. in february of 2021, o.p.c. to implement the heron's head park shoreline project. the grant agreement between opc and the port which is anticipated to be from july 2021 through may 2025. we are required to indemnify the ocean counsel and maintain
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and we also are to acknowledge the ocean protection counsel in prop 68 as the funding source. next slide, please. this table shows the different elements that comprise the entirety of the heron's head park shoreline resilience project with schedule budget and funding source. note that the ocean protection counsel grant will provide more than half of the estimated cost to construct the shoreline, the stabilize shoreline. we recently received notification that the port was selected to receive an additional $1.493 million in prop 1 fund through the grant of the department of california fish and wild life to support
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the project. together, this will provide the funds needed to complete the project. today, we accept your agreement to accept the donation of material from hanson and for the port's executive director to execute any other documents necessary to accept and expend the grant funds and implement the grant funded work. and we hope to be back this fall requesting authorization to accept and expend the california department of fish and wild life grant after it has been through a port commission review and approval. >> chairman: thank you. for your presentation and just one question on the material with the arrangement with hanson. so you fengsed something like the port decides what to accept
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or not. do they deal with what we don't accept in terms of where it goes? or do they just bring it here and then we have to deal with it? >> yes. let me explain a little bit more about that. so hanson sells sand to concrete manufacturers. there are a couple of concrete batch plants located next to them between pier 90 and pier 92. so they dredge this material from the bay, but they only need a certain type and size of sand. so they bring it to pier 90 to. they wash it. they sort it. the sand they can sell to the concrete manufacturers, but the larger size material especially with the shell mixed into it is not a product for them. so it's that material that they're going to then truck and
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unload on the port's storage site and that is the material that we need for construction. >> chairman: got it. thank you. supervisor chan. >> supervisor chan: thank you and it's good to see you, carol, even if it's on screen. and i cannot see borris, but it's good to have him on too. heron's head park is awesome. it's a really great project that has been going on in a space that's really in need for the communities of color to be just like here's what we can do in a natural space and the eco center also with the great water system is has been so good to see what we can do. i really hope we can replicate that throughout. i do have a question though. how does this hanson donation kind of come about?
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like my assumption is how do we bridging this relationship and trying to understand. >> yeah. so hanson has been a port tenant for decades and they also a hanson employee, the plant manager for pier 92 serves on the port advisory committee and i was presenting the early conceptual plans for this project and describing the kind of material that we would use to stabilize the shoreline and the hanson employee who's on that committee sort of said that sounds a lot like the material that we end up with as a not sellable not for sale by product of our sand processing progression and it sort of went
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from there. >> supervisor chan: thank you. sorry. i just have to ask how it came about and try to understand that. thank you. i'm definitely in support of this project and it's good to see there's also reef restoration and wetland restoration. it's what we need and that's most definitely needed in that area. thank you for all your work on this. >> chairman: thank you, supervisor chan. mr. clerk, let's open this item for public comment. >> clerk: thank you, mr. chair. checking now to see if we have callers in the queue. for those who are watching our meeting on cable channel 26 or streaming via sfgov tv or elsewhere,, if i wish to speak on these items, call
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(415) 655-0001. meeting id 1460578563. press pound twice followed by star 3 to be entered into the queue to speak. i'm hearing that there are no callers in the queue, mr. chair. >> chairman: thank you, mr. clerk. then, public comment is closed on these two items and i'd like to move these two items with recommendation to the full board. >> clerk: on the motion offered by chair preston that these two resolutions be recommended to the board of supervisors, [roll call] mr. chair, there are three ayes. >> chairman: thank you, mr. clerk. and thank you for the presentation on these items. let's go ahead and. >> clerk: mr. chair, you did go muted for just a moment
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there. but i'm ready to call number 7. >> chairman: please, yes. >> clerk: agenda item number 7. 2020 performance audit in the department of homelessness and supportive housing. enter the meeting id of 1460578563. press the pound symbol twice to connect to the meeting and pound twice followed by star 3 to be entered into the queue to speak. mr. chair. >> chairman: thank you, mr. clerk. and i wanted to thank and welcome back to the g.a.o. committee, supervisor mar, who was the chair of this committee and who i will say behind the scenes, he and his staff have been very generous with their time in assisting my office and
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myself as we took over the reigns in this committee and one of the areas where i've very much appreciated the collaboration is around some of these things that weren't fully resolved in this audit being an example of something that was prepared in the previous year but that is being heard now and i just want to thank you, supervisor mar for really your follow through on some of these items. even though you are in a different committee. to work on these issues particularly as you started during your time as chair of the committee. i'm also happy to be joined by director mcfadden and i look forward to hearing from you and welcome to the g.a.o. committee. i would like to turn it over to supervisor mar at this point for any introductory comments and to identify who you'd like
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to hear from on this item. supervisor mar. >> supervisor mar: thank you so much, chair preston and supervisor chan and supervisor mandelman. for this opportunity to hear the b.l.a.'s performance audit on department of homelessness and supportive housing. i did request this audit back in 2019 as the previous chair of this committee and it's really to comprehensively assess the administration and oversight of the department of services programs and strategies to address really one of our city's most vexing and urgent problems. the board has and continues to focus a lot of our attention on the department's policies and program strategies to address homelessness, safe sleeping and parking sites to permanent housing and homelessness prevention programs and the budget committee notably
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includes an historic investment of $1 billion to combat homelessness. but the scope of the b.l.a.'s performance audit and on overall oversight of the department and these are extremely important issuings for us to also focus on to ensure that the greatly expanded program are effective, impactful and. i do want to thank to director mcfadden and the h.s.h. team and the engagement in today's hearing. you know, chair preston, colleagues, the b.l.a. and h. s.h. have prepared presentations for today's hearing, but i just wanted to
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see if any of you have any open remarks before we go to the presentations. >> chairman: thank you, supervisor mar. i don't see anyone on the roster. so thank you for the community. i think we'll wait for questions or comments after the presentation. thank you. >> supervisor mar: great. i'd like to introduce -- actually. why don't we start with the b.l.a. presentation. i think that would be more appropriate and then h.s.h. can present. >> thank you, supervisor mar, chair preston, and member officer the committee. i'm here today to provide a brief summary of our audit of homelessness and supportive housing. we know that since the audit was issued last year, there
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have been changes at the department. so we remind you that the analysis within the audit was completed over a year ago as we present our findings today. as supervisor mar mentioned, the committee asked our office to conduct this audit in 2019 and to look really at the department's administration of its program. we were broadly looking for opportunities to improve the effectiveness and efficiency of departmental operations and we focused on five main areas. government, staffing, contracting, program monitoring and information system. the department is relatively new. it was created during the fiscal year 2016-17 budget process that were previous administered including the department of public health and the human services agency.
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at the time of our audit, point in time counts and show that the point in time count showed an increase of 19% many of whom remained unsheltered. the department administers most of its services through grant agreements with community based providers. most of which transitioned over to the department from d.p.h. and h.s.a., the department carried forward unspent funds. as shown on the slide, in each year of our review, the department had unspent funds in its provider contracts equal to approximately 16% to 17% of the year's revised budget.
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while this information that is in the audit is obviously dated now, we can provide an update on contract spending based upon the annual budget review that was just conducted by our office last month. according to actual spending reports, the department's contracted services were projected at the time of our budget review to be underspent by a similar level approximately 14%. our audit also looked at program monitoring given the importance and scope of contracting within the department. so to understand how the department monitors, we selected a sample of 20 contracts to review in depth. of those 20 contracts, the department can only provide program monitoring reports for nine of the contracts. it
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appeared the department had not adopted consistent practices for providers in the contracting process and had not developed procedures. program monitoring reports revealed inconsistent practices for reporting by providers and showed no documentation of management review or verification of self-reported information. it was unclear how the department identified program or provider deficienciys and whether a corrective action process existed for underperforming contractors. we recommended that the department immediately prioritize the development of internal policies and procedures to include at a minimum standardized forms. documentation of supervisory review and guidelines regarding the frequency of site visits. these would ensure that the program managers had the tools
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necessary and effectively manage provider performance. staffing was another area of our review during the audit. from 2016-17. as of july 2020, the department had 36 vacant positions and projected over $1 million in salary savings for that year. our report noted that because of the severity and acuity, city officials recognized the need. again, with staffing data
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present in the audit. we can provide an update on department staffing. the department provide vacancy data to our office that was current authorized positions. this equates to a 9% vacancy rate which is significantly lower than the 26% vacancy rate reported in our audit. we do note however as the department has grown since our audit, the department has become more reliant. the department had requested an exception from the fiscal year 2021-2022 to meek temporary positions permanent.
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however, 20 of those positions were still vacant. these 20 vacancies and the new authorizations are effective today, july 1st, 2021. and if we include them in our analysis of staffing and vacancy rates that would bring the department's vacancy rate up to 18%. our audit also found significant limitations in the department's data system which is used to track clients status and if facilitate entry into housing. at the time of our audit, this system which is called the one system would be used to facilitate the matching process of clients into various housing solutions, but it had very limited functionality and that was creating longer wait times for eligible clients, additional burdens on providers and department staff which was inaccurate and general on the
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availability of units. we recommended that the department prioritize enhancing the one system to track all relevant housing unit information so that clients can be placed as quickly as possible. and, finally, our audit looked at the issue of governance. the lack of oversight at the department of policy and operation. it appeared most major decisions were made primarily by the department decisions. the mayor's office had established a working group in 2019 which created an opportunity for stakeholder feedback and we recommended that this group be expanded in transparency modifying forward. that concludes the summary of our audit findings. we would like to thank the staff and management at the department again for all of their assistance during the audit. we would again like to acknowledge that the audit is now a year old and we are happy
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to answer any questions. thank you. >> supervisor mar: thank you so much for the presentation and for all of your work on this perform answer audit. i think it would be good if we can go to the presentation from h.s.h. right now. so, director mcfadden, thanks for being here and representing your responses. >> thank you, supervisor mar. good morning everyone. chair preston and members chan and mandelman. nice to see you this morning. i'd like to thank you for the opportunity to have us share our progress on the recommendations from the b.l.a.'s office and that 2020 office of h.s.h.. i'd particularly like to thank the b.l.a. for working so smoothly with us.
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and i'm actually going to wait. i'm going to pause just for a second to get our slides up. >> okay. >> apologies. all. i'm showing that my screen is sharing. are you not able to see the slide? >> we can see it. we can see the first slide. the title. >> there we go. apologies. >> great. i'm sorry. i couldn't see it but glad to know it's there. so if we move to the second slide. so, you know, i just want to preface by saying that we have made a lot of progress over the year on the items of concern in the audit. and the audit included four main recommendations to the department. all of these are under way and were also under way at the time of the report. since the publication, we've made significant strides over the last year to improve our
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program and contract monitoring to expedite the hiring of key positions to really move forward the incorporation of housing inventory into the one system and to expand opportunities for stakeholder engagement. next slide. so producing the policies and procedures for program monitoring has really been a top priority for us. we did have a slight delay due to the impacts of covid-19. i can say a number of our staff were deployed for the covid response and also one of the things that we've been dealing with since the beginning of the department is really some underresources in certain areas. but, that said, we've really moved forward. we created the cross vision work groups and that work group has been developing standardized program monitoring and policy procedures.
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the work group is on track to develop an agreement for new and existing staff within the next month or month and a half. this project will be ongoing throughout the year with trainings slated to begin in fall 2021. we'll begin working on phase two of this process which will include developing this process that will provide equality improvement frame work and will be supported by a new compliance analysis position. one of the things is that we really can't do it in a vacuum. we have to do it in partnership with our community providers. we have to make sure as we're thinking about monitoring, that the things that we're monitoring make sense to the community and that we're not going to create policies and procedures that won't work for our entire network. and so i just wanted to say that because it's really an important piece of this work
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and what that means is it's a process that takes a lot of time and takes a lot of energy. so producing the policies and procedures for program monitoring, i'm sorry. i'm doing the same thing. so one of the other things we wanted to do is include contract monitoring. we can't come up with performance metrics in a sam consume. we have to work closely with each of our programs and community providers. otherwise, without that buy-in, they don't work very well we'll begin a process in this
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integration will begin in 2021 with a goal of completion by two thousand twenty-four and also to hold ourselves accountable. one key area of standardization. often due to delays and programs start-up or contractors short staffing. along with the inclusion of specific performance metrics, we're ambiguous improving internal systems for tracking spending. next slide. one of the other things was to expedite hiring of key vacant positions. so the first thing we really had to do to address our vacancies was to make sure we
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had a fully staffed h.r. team and we successfully completed that in september 2020. as we move forward, our hiring practices are informed by our department's racial equity action plan which we published in 2020. this is especially critical as we prepared for the significant staffing expansion proposed in '21-'23 budget that proposed the department's budget growth. so in 2021, we proposed. we currently have twelve vacant positions. this reflects a 20% reduction in staffing vacancies since the time the audit report was released. the mayor's proposed '21-'23 budget includes new as well as permanent positions to support ongoing covid response programs
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from the covid command center. this increase in staff will allow us to support the continued expansion of our budget and the influx of local, state, and federal one-time resources. next slide. so the next thing the work was focused to expedite corporation and housing in the one system. so in '21-'22, we will work towards expanding the functionality of the online gav gaegs system. it serves as the department's hub compliant management information system. in two thousand twenty, we completed and contracted negotiations with one systems under bit focus to launch an eighteen-month scope of work to expand the one system to include housing inventory that once completed will mark the first time the city has a comprehensive picture of its entire homelessness and housing system. this, along with other
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initiatives will enhance the department's ability to measure impact and monitor performance and specifically to see the vacancies in our supportive housing portfolio. we anticipate completion of this exciting initiative. we're currently halfway through phase one of the project and have already begun the second phase as well as on boarding and training for staff. the next piece is governance and really governance and stakeholder engagement. so we have multiple bodies that we as a department work with. we have the local homeless coordinating board. for our federally funded resources. we have our city our home that ocoh oversight committee that
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provides guidance and funding recommendations for prop c dollars which oversees the grieve answer process. and so we work with all of those bodies and try, you know, to make sure that we're being very consistent in getting information to these bodies, that we're reporting consistent information so that everybody's got the same picture of what the department's working on and that we have a clear feedback look from each of them that helps inform our practices. we're deeply committed to continuing to have authentic dialog. over the last year, we've expanded opportunities for engagement based on input from them through formal and informal surveys. and semimonthly covid update calls. since i came on board, i have
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been working to engage with the ceos and each of the executive directors. i'm really committed to doing that to make sure that i establish a relationship with each of these organizations to the extent that i can, i will be going out and looking at meeting with them in the field and trying to get a good gage of the kinds of services that they provide. again, i can't make it to every site. we have a lot, which is great. we have a really robust network of services here, but i want to get out and be in the community and understand the network of services that we have as quickly as i can. additionally for providers, clients, and the public. focus groups and workshops and one time and ongoing community engagement events.
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and i think the last thing as we're about to embark over the next year on a strategic plan and that will include some gaps analysis work and community and stakeholder engagement process and we're going to work very hard. we want to work with each of you and with the community to ensure that we have as many voices as we can in that process that we think about the right way to do focus groups and the best ways to engage with community starting first with the people that we serve, with people experiencing homelessness and in supportive housing and our other housing options and that we also engage our provider network and staff. i just want to thank you again for the opportunity to share our progress. we have a lot of work ahead of us and i'm really thankful for
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the resources provided to the department in the no longer the proposed budget, the final budget that will help us to continue to make the impact we're striving towards. and i'm here along with deputy director emily cohen to answer any questions that you have. >> supervisor mar: thank you so much, director mcfadden and the response and the work and progress around the issues highlighted. colleagues, i did have a few questions mostly to director mcfadden, but i also expect there's some folks in public comment. i bo propose maybe we can go to public comment.
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>> chairman: that sounds fine. let's go ahead and do that. mr. clerk, let's go ahead and open public comment on this item. >> clerk: thank you, mr. chair. michael baltazar is working to bring us any public commentors in the queue. if you wish to speak on this item, please call in by following the instructions displaying on your screen. that would be by dialling (415) 655-0001. enter the meeting id for today's meeting. today's meeting id is 146 057 8563. press the pound symbol twice and then press star followed by three to be entered into the queue to speak. if for those who have already connected to the meeting by phone, please press star followed by three if you wish to be added to the queue to speak for this item. please continue to wait until you are prompted to begin, you will hear a prompt that informs
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you that your line has been unmuted. mr. chair, hang on for just a moment. we have one caller who has not stood up to provide public comment. could you please connect us to our first caller. >> good morning, supervisors. this is marry kay with family services. i wanted to thank you for calling this hearing on the audit and providing a forum for questions. i want to address a couple of the irns that came up in the audit. i want to completely agree with director mcfadden that program monitoring has to be an ongoing conversation between the department and the community of providers. you know, program outcomes are the way that we effect the effectiveness of the system and if we are not in dialog about
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the metrics, we can also end up measuring the wrong things and being counting as it were as opposed to evaluating impact. so i think it's really important that that be a continued dialog and that we kind of focus on it that way. in terms of some of the other i definitely agree with the one system data management and functionality every the. i think that that certainly needs to be improved and i think finally, there's a really -- there's a great opportunity as we close out the last strategic frame work process which was developed several years ago without a lot of stakeholder input. there's a good opportunity now to learn from the ways that
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that process could have been better, more collaborative and inclusive as we launch the next frame work process and i think with the new revenue streams coming in, you know, the historic levels of investment in the city budget that just passed. there's a really good opportunity to focus on housing and the adult family and youth systems. >> clerk: thank you for sharing your comments with the committee. mr. chair, i understand that there are no further callers in the queue. >> chairman: thank you, mr. clerk. public comment on this item is closed. supervisor mar, did you want to continue with other questions or comments? [please stand by]
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contracted services that is consistently unspent and what steps is the department taking to address this in the coming years? >> sure. thank you, supervisor mar. yeah, i would say that we want the under spending to be at a minimum certainly we want the dollars to get out the doors. there is always a little under-spending. it takes a little longer to get some things off the ground. and so, you know, there is sometimes savings in a given year as has the programming catches up. that said, i think one of the things that we are working toward is to ensure that we are monitoring the under-spending
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more closely as, you know, fortunately, we've been able to -- we are hiring up and we'll have more contracts analysts. we'll be able to have a better handle on that and work more closely with our community providers on, you know, checking in with them when there is under-spending. i think, you know, i mentioned that we need -- that we have an opportunity because we have -- we are embarking on a new strategic planning phase and i think one of the things that we need to do is really work with our community providers to understand why under-spending happens. it happens for various reasons. the one that i just mentioned, which, you know, there is a lag time generally with the programs but the other reason is it's hard to retain staff, so we need to continue having good dialogue with our community partners about pay structures and things like that so we're making sure that we're supporting them to
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retain staff as long as they can. that we're working with them on career ladders and things like that. and there is always a tension when you start to discuss those things, because, of course, we want to serve as many people as we can, but we also want to be creating a very strong workforce that can climb a ladder, that can really support this homelessness response system. so i think we have an opportunity this year to really work on those things and, you know, look at the multiple reasons that under-spending happens. and to support our providers in ensuring that we spend dollars in the most appropriate and conscientious way. >> thank you for that. i had a question around the findings and recommendations around staffing and the vacancies and in the large
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vacancy rate -- the high vacancy rate that the department has had in recent years. it grew to -- in 2019-2020 year to 26% vacancy rate. and then -- so it was encouraging to see that the vacancy rate, you know, was brought down to 8.9%. you know, as of june 30 -- or in the most recent year. and it sounds like the key to that was fully staffing the h.r. unit within the department. so i think -- but then i noticed in the b.l.a.'s presentation, that the vacancy rate, you know, jumped up again as of july 1st and that's really the result of the new positions i guess being countered. so i just wanted to ask if you expect that those new positions
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to be filled fairly quickly and the vacancy rate to continue to be brought down? >> i do. i'm very excited to bring all of the new staff on board. and our h.r. team is working extremely hard and we've gotten some support from department of human resources on that which i'm very thankful for. so, yes, i totally expect for the vacancy rate to come down. >> great. and then the final question -- or issue that i want to discuss is around the b.l.a.'s finding of no formal oversight of the department and that seems to be, to me, a very significant issue given the scope -- the size of the department's budget and the scope of its work. and just the importance of the department's work, you know, in our city. and i understand that the existing -- there are the
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existing oversight bodies, the local homeless coordinating board and also our city, our home oversight committee that were created and exist, you know, specific to those funding streams. the federal continuum of care, dollars and program, and, of course, prop c and so that's good those are in place, but the lack of an overall oversight body or commission for the department, you know, does seem to be a glaring issue and concern. and, again, given the scope of the department's work, the growing budget and the importance of its work, so i just wanted to, i guess, get your reaction to this issue and to see if there is any plans or discussions even within the department about addressing this?
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>> so, i think one of the things we've been focusing on is to ensure that we're getting consistent information to the oversight groups that we have. and i would say that we will continue to -- you know, we'd be open to continuing a conversation about what the best strategy is on oversight. i mean right now we have the, you know -- we have the local coordinating board in our city, our home. we have been very present with those groups ensuring that we're sharing as much information as possible, making sure we're posting things on our website, and getting all of our reports out. and, you know, we think a lot about what information we need to get out to the public in general. but we would be happy to continue a conversation about what the best strategy is. >> supervisor mar: okay. thank you. >> thank you, chair preston, i
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don't have any other questions. >> thank you, supervisor mar. and thank you for calling for the audit and your follow-up on it. and you've asked and covered -- and thank you director mcfadden, i think it covered a lot of questions. only one i wanted to follow up on was something that was in the b.l.a. report and that you touched on, director mcfadden, just around the oversight of the department. i think you described some of the ways the department essentially gets recommendations from the different bodies that you -- that you outlined, but obviously we don't have -- obviously it's not a commission that -- a creation like that would be an issue for voters on the ballot. it's not in our discretion to create something like that, but i am curious from the b.l.a. and i don't know if the b.l.a., if
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you can just elaborate on sort of different ways that a department could have more formal oversight short of the actual creation as has been done in other departments of a formal commission, but are there other ways to sort of have a more formal oversight role, either with the existing bodies or some alternatives? because i'm not mistake, there are a few different bodies that can make recommendation with no obligation for h.s.h. to follow them. and so, i'm curious what options are available, in any, that would alter that and have more oversight -- stronger than just an advisory role? >> so, chair preston, and
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members of the committee, supervisor mar, severin campbell from the budget analyst office. we look specifically at the existing continuum of care model and the local homelessness advisory board and, you know, looked at what other cities did to see if there are ways to sort of strengthen some of the existing work already being done in san francisco. and, again, the timing of audit is such that city our home wasn't a big part of what we were looking at in terms of the audit. we did look at chicago and new york. i think one of the biggest questions was stakeholder input and provider input, which had not been one of the areas we identified as an area of concern. at the time the mayor had set up a working group of providers to give them more input, especially with the implementation of coordinated entry.
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so we thought maybe it would make sense if the city wasn't going to move forward with the commission and that type of oversight to move forward with the more structured and maybe expanded role for the continuum of care and for the local homelessness coordinating board. and we did look at sort of the membership structure and steering committee and subcommittee structure of both new york and chicago. where there was more provider representation, more community, you know, indepartment representation, and we thought, again, it's an advisory role. but we thought it would strengthen the advisory role of that and that was a model to look at. that was what our recommendation was coming out of the audit, to look at practices in other cities and specifically new york and chicago, and how the local homelessness intimacy coordinator nating board -- coordinating board could be
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expanded and look at the existing working group that the mayor had set up to use that and develop on that. >> supervisor preston: thank you for expanding on that part of the report. and, director mcfadden, i don't know if you have any thoughts on some of those -- or are familiar with some of those models referenced, new york, chicago and if any of those are things -- changes potentially being considered or not? >> i am not specifically familiar with those models. i like i said, i'm happy to discuss anything that makes sense and see what the best strategy is for san francisco. i think, you know, just trying to get through the budget process has been my focus and i'm happy to, you know, kind of start digging into that and getting information from my staff about what they know and working with the community on what makes the most sense. but i just haven't had a chance
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to do that yet. >> supervisor preston: can't do everything at once, i understand. you started as we discussed when we talked, you started right in time for the budget cycle. >> right. >> supervisor preston: total understand. but just following up on this and back to ms. campbell, i'm curious -- so you have several bodies making recommendations, shelter grievance committee, our city, our home, which i understand wasn't in place or the subject of the report from last year, local homeless coordinating board, did you -- did you have a sense or were you able to look at, are the recommendations followed? like to what extent are the recommendations of those bodies in an advisory capacity are followed? i know there have been issues around the our city, our home
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recommendations, which understandably aren't the subject of an audit from last year. but, i'm particularly -- particularly with the other bodies, is it the case where they make recommendations and it's -- they're pretty much followed? because there is formal oversight and a requirement that something be followed, right, but then there is also just the practice of whether these bodies' recommendations effectively become departmental policies. so if you could comment on that, that would be great. >> i mean, supervisor, chair preston, i believe that, you know, to the extent that advisory body's recommendation is followed, it becomes the culture of the department and the leadership. and i think that there isn't a mandate that is followed. i think the idea of our recommendation and sort of our understanding of chicago and new york, which is two of the models
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we looked at, is that by strengthening sort of the structure of the advisory body, and more formaliing structure, it gives more credence to recommendations. but there is no guarantee, no. and in the absence of oversight body that has some kind of regulatory -- or oversight, there is no guarantee they would be followed. but we thought the body itself could be strengthened in a way that their role could be strengthened. >> okay. thank you. and in terms of actual more formal oversight -- i understand what you're saying. you can formalize the advisory bodies in a way. but in terms of actual formal oversight, the only model is commission. there is no -- these other
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jurisdictions you looked at didn't have any other form of oversight. >> correct. we were looking at jurisdictions that had processes that were similar to san francisco without going as far as recommending a commission at that point in time. so it's more of an interim step to really formalizing the advisory role. >> got it. thank you. well, as you settle in, director mcfadden, this is an area i would love your perspective on. i think i've been generally been supportive of as many bodies and departments in our city having oversight through commissions as possible. again, obviously some of those issues are up to voters, you know, and charter changes and so forth, but i think that if such
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a crucial issue in our city and having -- making sure that public input, input from service providers and others that there is a formal forum where they can be heard, transparent decision-making, and accountability and oversight, i think would be beneficial. not just at h.s.h., but anywhere. but it's not all or nothing. so i think to ms. campbell's point, the culture of departments defines the extent to which some of the recommendations of the bodies are actually followed. so i look forward to continuing to discuss with you as you get settled into this role. >> great, thank you, chair preston. >> colleagues, any additional comments or questions for director mcfadden or the b.l.a.? >> supervisor chan: thank you, chair preston.
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i do understand, you know, there have been a lot of changes, you know, for the team. not to mention the pandemic itself and there is a lot of initiatives, both on a state level and local level that we're really now trying out. so i do understand, you know, there are a lot of moving parts. i do look forward, though, at some point for you to come back and that we can really drill down some of the more specific, you know, it's really hard to talk about specifics when you're about to do them, but you don't know what that will bring and what -- what all the deliverables and the results. i think after all i want us to continue to be mindful of what are our metrics of success? and as we move forward, like how do we measure them and how do we compare? i do hope that we get to a place
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where, you know, when we talk about deliverables and the metrics of success that they are consistent. you know, just because i think it's really hard to do that even with the b.l.a. report, no matter how hard you try at times there are changes, it's really hard to understand and how do we measure and i look forward to us, to do this one thing and just do it really, really well. it's sometimes so hard to try all different things and at times it feels almost like we're just throwing things at the wall and seeing what sticks. so i look forward to, under your relationship, director mcfadden, kind of seeing where we land. thank you. >> thank you, supervisor. i'm happy to come back any time. and i totally agree with you. we need to get to really clear metrics and we owe it to people
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experiencing homelessness as well as to the general public of san francisco. >> thank you, supervisor chan. >> supervisor mandelman: thank you, director mcfadden. thank you to supervisor mar calling for the report and circling back to hear the findings and talking about it. i'm not going to put director mcfadden on -- in the hot seat particularly and don't really expect an answer, but i do want to make a comment as you embark on this project of working on this department. you know, i think what i hear over and over again from my constituents about homelessness in san francisco is how is it that we spend and have spent so many hundreds of millions of dollars, billions of dollars, on
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homelessness and our street conditions are related to unhoused folks living in public spaces are so bad? you know, we created a new department. mayor lee created a new department to address that problem five, six years ago. more recently the voters have created a new department with sanitation, primarily because of their concerns and frustration with what they see happening on the streets. i remain who in city -- unclear who in city government is responsible for creating a connection between the tremendous spending that we're making on trying to resolve homelessness and improving street conditions. i don't get the sense that is directly the responsibility of your department, although i would think a lot of people expect that it is. and i don't want you to answer this right now, unless you feel compelled to, but i would love a
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thought-out answer of what the role your department is in addressing the street conditions that have earned san francisco the international reputation for governmental dysfunction? again, i think it's a big question. i didn't give it to you earlier. you just started. i think it's a question we have to answer. and you don't have is to address it right now, but i wanted to put it out there. >> well, i'm not going to answer it in full, thank you, supervisor mandelman, but i will say it requires a true form of collaboration across the departments and that's what we need to do. you know, we'll continue to work on that. i'll continue to work on that with my fellow department heads and we'll have, i believe, a more formal answer for you soon. thanks.
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>> i would just -- i think it's a really key question supervisor mandelman raised. i think we need to be clear on what h.s.h.'s role is on the issues. clearly we need to collaborate between departments, but i have appreciated often the clarity that the staff have at h.s.h. around the role. right, h.s.h. is not the city's 311. h.s.h. is focused on getting people off the streets and into housing and getting people the care that they need. obviously, that overlaps with many of the broader -- what supervisor mandelman described as street conditions -- but i think that mission and focus is really important and it's important that folks recognize
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that the department touching on various issues related to street conditions, but h.s.h. is focused, i think, getting people housed and getting people the services that they need. >> that is absolutely our mission. and -- and we need to work with the other departments. but, yes, that is our primary focus thank you. >> thank you. and i just want to echo supervisor mar's points of really pleased to see one of -- one of the downsides of doing an audit or having the hearing so far after the audit report is released, is that some of the info is stale. one of the upsides, we get to look at what progress has been made since the report. and i think on the vacancy issue in particular, vacant positions, that it's good to see how much progress has been made since this was released last summer.
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i'll turn it over to supervisor mar for closing remarks. >> supervisor mar: thank you, chair preston. again, i wanted to thank you all for the opportunity to have this hearing on this important performance audit thanks to ms. campbell and ms. duma from the b.l.a. and thanks to director mcfadden for engaging in the discussion. and, yes, thanks. and i think this really highlighted some important issues that -- within the department and the city's strategies around homelessness that haven't necessarily come up in our many discussions about it to -- i think this is a very important discussion and hearing. and i guess i would like to say, i think the one finding in the b.l.a.'s report is that i think there still remains -- it's unclear how we're going to
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address it better, oversight issue to the department. it's something i look forward to working with all of you on, including director mcfadden. >> thank you, supervisor mar. and thank you for your leadership on this issue as well as your leadership of this committee. previously and want to echo the thanks to director mcfadden and also the b.l.a. for all of their work on this performance audit. so, seeing no further comments or questions, i would like to move to file this item. >> the hearing has been held on the mowing offered -- motion offered by chair preston. that the hearing be filed. >> supervisor chan: aye. >> supervisor mandelman: aye. >> supervisor preston: aye.
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mr. chair, there are three ayes. >> thank you, mr. clerk. thank you, again, director mcfadden and b.l.a. let's go ahead and call the litigation items 8 through 15. >> agenda items 8 through 15 are ordinances and resolutions settling lawsuits and unlitigated claims by and against the city and county. members of the public who wish to provide public comment should call the number. it is 1-415-655-0001. the meeting i.d. for today's meeting is 146 057 8563. press the pound symbol twice to connect to the meeting and then press the star key followed by number 3 if you wish to be entered into the queue to speak for the litigation agenda. mr. chair? >> thank you, mr. clerk. before we move to closed session, let's go ahead and open
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up public comment for the closed session item. >> thank you, mr. chair. for the last time today, michael is providing our assistance on the technology side for bringing public comment callers. for those who are watching our meeting on cable 26 or streaming link, who wish to speak on the item. i'm going to repeat the public call-in number this last time. 1-415-655-0001. today's meeting i.d. is 146 057 8563. press the pound symbol twice and then star followed by 3 to be entered into the queue to speak. mr. chair, i'm hearing we have no callers in the queue for the litigation agenda. >> thank you, mr. clerk. no callers, the public comment on these items is now closed. and on the motion to convene in closed session, mr. clerk, call
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the roll? >> clerk: on a motion to convene in closed session, vice chair chan? >> supervisor chan: aye. >> supervisor mandelman: aye. >> supervisor preston: aye. >> clerk: mr. chair, there are three ayes. >> thank you, mr. clerk. we will now convene in
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