tv Our City Our Home Oversight Committee SFGTV July 21, 2021 7:30am-10:31am PDT
is just not the corner store they have influence over their community. >> it is an owner of this in the department of interior i see the great impact usually that is like people having especially with a small family think liquor store sells alcohol traditional alcohol but when they see this their vision is changed it is a small grocery store for them so they more options not just beer and wine but healthy options good for the business and good for the community i wish to have more
>> clerk: during the coronavirus disease emergency, this committee will convene remotely until the committee will be authorized to meet in person. public comments will be available on each agenda item. each speaker will be allowed three minutes to speak. public comment opportunities to speak are available by calling 415-655-0001, access code 187-596-3686, then pound, and pound again. when connected, you will hear the meeting discussion but will be muted and in listening mode only. when you hear your item that you wish to speak on, press star, three to enter the queue.
please note that this meeting is being recorded and will be available at sfgovtv.org. >> great, thank you. so welcome, everyone, to the our city, our home oversight committee. it is tuesday, july 20, and we are calling this meeting to order. madam clerk, can you please take the roll. [roll call] >> all right. so we do have quorum, and we'll now go to public comment on any matters that are not on the agenda in our jurisdiction. do we have any public comment? >> clerk: members of the public who wish to comment on this
item should call 415-655-0001, meeting i.d. 187-596-3686, then pound and pound again. when connected, you will hear the meeting but your line will be muted and you will be in listening mode only. when you hear your item of interest called, press star, three to enter the queue. you will have three minutes to speak. may we have our spanish interpreter, please. [speaking spanish language]
>> clerk: great. thank you. i do see a caller. i'll take the first caller. hello, caller. you have three minutes. >> great. good morning, commissioners. my name is wesley saber, and i am the director of glide, and we were one of the first supporters of prop c. prop c was the people's initiative. we incorporated the oversight body to ensure that homeless people and their needs were centered, and you all have done that. thank you on behalf of glide for your dedication to this process. thank you for the thoughtful development and deliberation over the recommendations that you put forth over the course of this year, and thank you for working diligently to help fulfill the promise of the proposition. i've said it before, but the immediate needs liaisons have really demonstrated a standard
of excellence in their efforts to engage with the community, and their actions have been exemplary, really, in ensuring an equitable citywide approach. going forward, we would like to see some transparency, maybe some easily digestible dashboards over the process, but while you have little control over the products once they leave the committee, the product you that you develop really -- the products that you develop really reflect what san franciscans voted into law in 2017, and thank you so much. >> thank you. >> clerk: there are no other public commenters. >> okay. we will move to item 3, which
is approval of our minutes, with possible modification, of the minutes of june 15 and june 25, 2021. is there a motion. >> i move to approve the minutes of june 15 and june 25, 2021. >> okay. it's been moved by member friedenbach. is there a second? >> second. >> okay. there is a second by member leadbetter may we have public comment on this item.
>> clerk: members of the public who wish to provide public comment should call 415-655-0001, meeting i.d. 187-596-3686, then press pound and pound again. press star, three to enter the queue, and you will have three minutes. spanish interpreter, please. [speaking spanish language] >> clerk: great. thank you. cantonese interpreter, please? [speaking cantonese language]
>> all right. so the motion passes. we'll now move to item 4. this'll be an update on the permanent supportive housing acquisition, with supportive action and discussion by the committee. do we have our rep -- jessie? i believe our representatives are here. >> yes. ben adams is here to present on the p.s.h. acquisition, and dan, i believe you can share your screen. >> i will give it my best shot here. it looks like i can. really happy to be in conversation with you all. first, again, my name is dan adams. i'm senior advisor to mayor breed for housing initiatives. i have been at the city in recent iterations back in this
role, previously worked in housing and community involvement for many years, serving as a deputy for housing and active director. currently, in my new role, i am solely focused with the singular mind said on acquisitions for [inaudible] supportive housing. this is very much in alignment with the work that you all are doing, of course, and what i will do is share my screen and then happy to answer questions. make sure that -- whoops.
there we go. i think i have a little gap in [inaudible]. can folks see my screen now? >> it's blocked. >> and sometimes i have to stop my camera because it's just too much for my internet to handle? >> try this. >> clerk: if you want -- if you want to e-mail it to the controller's office, to jessica, maybe that's good for you. >> yeah, i have it. i'll do that. >> okay, well, i'll do that. >> i don't know if anyone on this committee has been having this trouble, but the last two meetings, the system has been very hard to log onto. >> i've been having the same
issue. >> i believe webex has to do an update, yeah. i see it now. >> okay. i was successful. next slide. the work i've doing with h.s.h., mohcd, is guided by this frame mold, and the first really is our efforts within a broader shelter in place rehousing plan, so the city was extraordinarily successful in housing over 2,000 of our unhoused residents during the pandemic in hotels and the temporary housing in delegation and rehousing efforts. this includes folks in our
[inaudible] portfolio, but the most rapid answer to the rehousing work is to acquire a number of shelter in place hotels, so we're working on that and the s.i.p. rehousing. and, very importantly, we still have a broad community need for rehousing. this works very well with our our city, our home efforts and bond that including acquisition moneys -- that included acquisition moneys for this
process. we want to move quickly, the economy is changing, the market is improving, which is coming back, which is a good thing. people are coming back, and the market opportunity will shift, so we want to be agile and move quickly. so city had issued a [inaudible] and we got 86 responses. other properties were either undeveloped parcels of land or
just very, very small. so we have a kind of cohort of gaining properties. i'll say this a couple times. these are not 80 properties on the market, these are 80 properties where the owners took the submit to fill out the flier and submit it to the city. these are properties where the owner might not be inclined to sell, but regardless, it's a very robust cohort of properties is that we're -- properties that we're looking at. we've visited them, sometimes more than once, and we're looking at 20 properties, meaning that they meet some requirements with regards to size and we've reached out to owners to have a conversation about pricing.
then, we have an l.o.i. that allows us to conduct due diligence, to really kick the tires on the property, see if there's seismic issues. we have a team of consultants that go out and visit the property. we do an environmental assessment, all kind of property levels, and it does provide us assurance that if we do move forward with acquisition that we'll be in good shape. we don't have any signed purchase of sale agreements, but we are engaged actively with those five properties. next slide. so here are priorities when we look at properties, and, you know, no two properties are alike, so we're always comparing apples to oranges, but this is what guides and provides focus for our work.
first is we want good properties that have the maximum accessibility. now, full accessibility, it does not meet those requirements, but we can adapt to it or provide in general good access to our diverse population. we definitely want to attest to a specific set of program needs, are guided by budget allocations by our city, our home in those categories. always privatize provide baths and if we can have them, private kitchenettes. geographic equity, so we want to spread them out.
we're looking at properties that aren't be used as shelter in place hotels which usually have a very high occupancy, and in some places, the sites really prove to be advantageous for longer term development. this would be development as 100% affordable housing, but some of these motels, maybe the building itself probably won't be there for another 100 years, but it's on a great site, so we've looked at those opportunities as potential acquisitions. next slide.
as a perfect building. but we want to make this work, and we ask ourselves, are there particular things that would make this work? and then, we stretch our programatic muscles. it's a fantastic opportunity, but it will process out of what has come out of our standard modus of operating just coming out of this wonderful abundance of these courses. next slide. here's a quick overview of our processes. we do a quick site visit just to confirm the general building
conditions and also that it can pass programatic muster. we then meet as a group, h.s.h., mohcd, to confirm our initial priority assumptions for that building. if all goes well, we'll move into the r.o.i., and simultaneously, we'll draft and eventually move forward on a purchase and sale agreement. all of these elements must be introduced at the board of supervisors for approval and then subsequent mayoral approval, and then, we'll close on the financing. this process will take anywhere from six months -- let's say six to nine months to get to
this. next slide. so i mentioned sort of the stretching of the different operating models. we've -- you know, our -- certainly, my experience at mohcd, we most commonly -- the city serves as a funder, either a grant maker or a lender and works with a nonprofit housing provider. that's nphp. the city is leading this effort, identifying the properties, negotiating with property owners, and in all cases or likely the majority of cases, we'll be acquiring the property. this is not like when i was at mohcd, we'd move to gain properties, mostly abandoned properties under an r.f.p.
it's a little bit different in the housing space than what would be to directly work through the nonprofit housing provider. once we own the property, we've got two choices. we can transfer title to an owner-operator, so this would very much look like a mohcd property so that there would be a nonprofit who would phone, manage, and provide services to the population. but in some cases, we could also look at the city's holding title over a period of years and then enter into a master lease or operating agreement with the service provider or property management entity. in no case would the city be providing direct manager services, and we'd be working with our provider network to provide services.
it's advantageous to provide services over a period of time and [inaudible] and provide asset management for that? for the remaining properties that don't lend themselves to a property owner at least in the language term. next slide. so these are the key issues that we're still working through. again, this is the ownership and operating model, and this can really vary by property. we're trying to tailor our approach, given the properties that we're looking at. where we do hold title, we're not anticipating at all providing direct management property services, but there will be direct needs to oversee an asset that the city owns. we have started to draft an
r.f.q. for our owner and operator and provider selection. and in some cases, we already have a provider working at a property. this is in the case of s.i.p. hotels, and the solicitation and procurement process may look a little bit to brand-new properties in our portfolio where we don't have any current relationships, but that r.f.q. process, we're just going with signing that. once we acquire a property, there's a discussion of acquisition to p.s.h., and then, in other cases, we may just want to time the conversion to manage work flow to make sure that we'll be able to tend to all of these units and they don't come on-line all
at once. maybe i'll leave it there, and that's my presentation, and i'm, again, very happy to answer any questions. >> thank you so much. i'm going to go to the committee. we'll start with member friedenbach. >> thank you so much for that presentation. really, you know, it's really exciting and really appreciating kind of the laser focus on acquisitions and trying to take advantage of this unique time that we're in right now. i've got a couple questions. i noticed in the goals part that you're focused on s.i.p. hotels. i guess that concerns me a little bit because there might be opportunities for buildings that are not currently for s.i.p. hotels. that currently could be really good and just wondered if you were looking at all buildings or just those. and then also, i'm wondering if
you had a unit target at this point, and part of my question is around, you know, we funded a certainly number of units through prop c, but we were really counting on a pretty aggressive, you know -- not leaving it just at prop c, but, you know, going after the state funds, going after the federal funds, and using acquisitions and other aggressive efforts to maximize funds. but thank you so much, and those are my two questions. >> those are great questions. thank you so much. we are looking at acquiring two s.i.p. hotels, so it's a pretty modest acquisition effort recording our current s.i.p. portfolio. so in other words, we are definitely looking at other properties. other l.o.i.s [inaudible]. one is with the s.i.p. hotels,
and the other four are non-s.i.p. properties, so i think that kind of ratio is probably likely to continue as we provide ways to move property. so it's a component of this effort, but it's a subordinate subset of the overall effort. so in terms of our vehicle, consistent with the mayor's budget and the kind of impending determination on a per-unit basis the acquisition will cost, we think 800 to 1,000 units. but that is without, without accounting for a potential state, primarily state level.
the acquisition and [inaudible] costs that flow [inaudible] we are seeing things are more expensive. so it's likely the $400,000 per unit goal, it's likely we're going to see closer to $500,000 after the rehabilitation that we take. that is not a problem relative to our goals to the extent that we're able to access state resources. we think we're going to be in a great position to access those
resources. [inaudible] we are waiting to see what might flow from the federal level from this work? we have received the city, as i'm sure you know, a fairly generous allocation of americans [inaudible] housing vouchers, so we're trying to make those kinds of matches. those would benefit placement of folks in city owned or nonprofit owned p.s.h. definitely helps the operating expense [inaudible] to the property. however, those are tenant-based vouchers, and we can't underwrite them as part of a financing, so we can't leverage additional debt on those prices. a very long winded answer to your question. but we generally leverage state money, and if so, that'll go farther, but it depends on how
this shakes out on agreement. >> did that answer your question, member friedenbach -- >> yeah, really, that sounds great, and i think that's -- that's what we want to hear, so that's fantastic. >> [inaudible] what i get to. >> yeah. >> thank you. we'll go to vice chair d'antonio and then member reggio. >> yeah. my questions are more like on the tangible items and tangible things in the categories. i don't know if you could answer this today, but if you could follow up with us just on where the locations of the 80 submissions were. i guess one area i'm kind of thinking of is at the end of
geneva, and i'm wondering if there's any submissions over there because, yeah, the planning department has a lot of intent for that area, and i just think it would be good to get some units over there, as well. and then, yeah, i'm just wondering, like, out of the list of, like, sort of, like, things that you're looking at when you're deciding on hotels or sort of, like, submission of properties, i'm sure there's, like, a combination of things, but what kind of reigns supreme, so a lot of my questions kind of, like, focus on, like, where, yeah, and if there's some locations where we don't have units, like, if
we're not going with those, like, why would that be, so, like, kind of that, like, thought process a little bit that for me. so yeah, those are only my two question, like, comments, because we only hear about geographic locations, and those come up all the time. >> yeah. it's a challenge, given that so much of our multifamily and hotel building stock is located in the [inaudible] of the city, primarily district 6 and [inaudible] 75. so i can get you the specifics of where the geography of each submission is. i will say primarily district 6, but a number of district 3s, some district 5s, and then, just a smattering of other
districts. i don't think i've seen anything from district 7, i don't think i've seen anything from district 4. and that's not to say we can't be more proactive and look in those districts. and we are -- if somebody calls me and says hey, i heard about a building, great. we can go take a look at it. it's not a closed system for analysis, but it is true that d-6 is where the bulk of or so many of them are. we're really trying to get -- of course, any of these buildings, you know, can drop out because of -- it doesn't
matter our kind of buildings, but we are in conversation about a d-8 opportunity that actually did not come in under the r.f.i., but we want to [inaudible] a really important district, and then -- but we have more d-6 properties that we're looking at because of building conditions. it's how you make this assessment, really, of what you pursue, and many of the needs, these are intentions -- it's hard because there's one property in d-6 that's, like, it is ready to go. like, it's a great property,
and i so wish it were in district -- d-10. we're struggling to find properties in d-10, so i think this can be -- other groups, we should really think creatively about how -- what are -- there are either other kinds of districts that don't have the building stock. we can create a fabric out there -- can't create a fabric out there even though there's demand out there [inaudible], so it is -- we're guided by those principles, we're guided by the funding allocations that were set up in prop c and, you
know, frankly, to my perspective, we're focused on the kind of diversity that i read within your prioritization. this is -- we don't want to shoe horn the need, we want to find diverse solutions to various needs. but we're really trying to achieve that balance. >> all right. thank you so much. >> okay. we'll go to member reggio. >> so also want to echo appreciation for your presentation, dan. i'll say it's good to see you in the effort there leading it. >> thank you. thank you so much. >> yeah. i think great confidence, and i also might be -- you know, at the beginning, we were talking about the priorities that were involved, so the real alignment of the things that we've talked about within our own process, and i think there's clear
understanding of that. i have two questions. in our work, and i think also the budget that is passed at this point by the committee of the board, and then the mayor's priority, there's something that we would bring on this year, and we look to operating funds this year that we put in that there's significant housing stock going on during this current fiscal year, and i think just listening to you this year understandably, that may be a stretch. when you say six-to-nine-month process, and you say 800 to 1,000 units, do you have any sense of when those would actually come on? are you saying, by spring, that
we would have a significant number of units come on, and if not, when would you anticipate that happening? >> that's a great question. so it's kind of on a case-by-case basis. we should have the units come on by spring of next calendar year, so i would say yes to that. i'll just lay out a few different scenarios. one scenario is where we are purchasing a s.i.p. [inaudible] again, not all of our efforts, but a majority of our efforts, part of the purchase is it can help accommodate the schedule of demobilization. so we can [inaudible] to attend to that housing need as that demobilization effort happens for longer periods of time. not forever, but it may, as
they move that s.i.p. model into a permanent option for a year. [inaudible] happened this year. there are some properties for which we want to invest some money in a rehab process, and so that might -- six months, let's say, in order to -- and during that time, we'll be doing the site conversion piece, but actually, that might be later next year, given the need to do rehab workup front, so that would delay that. buildings that are kind of ready to go, we do have a couple of those. we should be able to start those leasing up, you know, early next year.
the two things that i want to -- in terms of imposing deadlines, we want to make sure we have some flexibility in imposing deadlines that are on [inaudible] for home fee dollars at state levels. they close, and we don't want to close prematurely to prevent ourselves from competing for dollars. [inaudible] similarly, some flexibility for closing dollars, so that they can find a 1031 exchange and an investment property, so it's an inducement for us to work with owners to provide that. so there's a little bit of slack in the schedules for various reasons? so i would say that i don't think we'll see a majority of the units come on-line in the spring, but we will start to see units come on-line in the
spring -- i'll just finally say i think some pacing of the conversion [inaudible] just given our [inaudible] kind of work flow, not only for city staff but for the greater provider. we want to move quickly, quickly, quickly, and some pacing is advantageous just given our [inaudible]. >> and the second question, briefly, was protecting where we're looking to acquisition families. this is operation, but we had suggested, i think, from the committee that work through mohcd and that, you know, they bring in the nonprofits or the housing developers from the beginning and let them be out there searching. do you know if that process is -- first of all, was that approach bought for -- meaning is that adopted in this agreement, and secondly, is there any movement in that
regard? >> so my understanding, we worked very closely with mohcd. lydia is coordinating the meetings we have every tuesday, so we're very much in alignment with mohcd. i had understood the family units are the most challenging to acquire, right? so many or most of the properties we have are good for single or [inaudible] or couples -- oh, crap. i think i froze there for a second. >> yes. >> okay. sorry. so -- so finding those family acquisitions is -- my understanding, in talking to mohcd, and i think [inaudible] there's an option for the family units to fund the mohcd
pipeline, so that's support the pipeline, so that's still on the table. i would rather find those units and acquire them and lease them up in the near term than some of those in the construction pipeline. but you all tell me if there's a different understanding. but again in acquisition terms, it's the most difficult cohort, so we have to look at different options. >> [inaudible] i didn't totally catch up. i can catch up later on that, though. but i think we were thinking, when we did our recommendations, that it would
be [inaudible] that for some of the family housing, that development and acquisition would be the way to go, and that's why we were looking at the suggestion that mohcd put some priority on these increased funds, but put priority on those new funds on getting the developers involved right away to go seek properties and relatively quick development. >> yeah. i think those conversations are still very much active, and i'm sort of trying to give just a little bit of [inaudible] to provide some more immediate family opportunities, but if we're not able to identify properties out in the world, that option is still available. but feel free to reach out to me directly if you want to talk more about this. >> great. so i don't see any more from
our committee, but i just want to thank you, director adams, for this great presentation. i know you'll be coming to the committee on a regular basis and updating us on this work. >> great. thank you. i really look forward to working with you all. >> great. thank you so much. so at this time, we'll go to public comment. secretary hom, do we will any public comment on -- do we have any public comment on this item? [inaudible] >> clerk: -- please dial star, three to lineup to speak. a system prompt will indicate you have raised your hand. please wait until the system indicates you have been unmuted before beginning your comments. please note you will have three
>> clerk: great, thank you. there are no public comments. >> okay. thank you [inaudible] if you could put the agenda back up on the screen, and we can go to our next item. >> sorry. i'm flailing here. one second. >> all right. so we'll now move to item 5, which is a presentation of the proposed fiscal year 2021-2022 work plan for this committee, and i'm going to turn it over to jessie to get it started. >> okay. that is great. i'm going to share my screen
again. all right. let's see -- i don't know. sometimes this shows kind of small, so i think i want to present slide show. all righty. good morning, guys. we're turning our attention now to the year ahead and to the responsibilities that are laid out in the ordinance for the our city, our home oversight committee. it is an ambitious set of responsibilities. the needs assessment, identifying barriers to safe and successful exits from homelessness, soliciting
substantive input from people that are homeless, facility tait transparency in the administration of the fund, and promote implementation of the funded programs in a culturally sensitive manner. system models has been the framework, i think, overtime that has sort of gained momentum in this committee to link together sort of these oversight and planning activities, and so i know you've looked at different moments at some of the system modelling work that was done in alameda county. chair williams asked me to share a brief presentation on the process that i worked on in alameda county to refresh your memory, and then, we'll talk more about how it fits together. so system modelling is fitting
together in the fight against homelessness. it asks the question, what do we need to fully meet the needs of everyone who experiences homelessness? the needs assessment is really the cornerstone of a system modelling process, and then, that allows communities to develop that strategic response to homelessness, right? it is really rooted in data and really supported efficiently and effectively getting people what they need, allocating resources in ways that are fair and meet people's needs. and of course, part of the appeal, as well, is that system modelling quantifies the solution, right? so using mathematical model to arrive at the number of beds, the number of units, the kinds of programs, and the costs associated. system modelling has multiple steps, so we've been sort of talking about it as one thing, but it sort of has several, several pieces, right?
and one of the first steps is this needs assessment. understanding the needs of people experiencing homelessness. understanding the scope and scale of homelessness, how many people experience homelessness each year, the response of homelessness, what is working to meet people's needs, and where the programs are falling short to meet people's needs. so just to sort of bring it back to the process in alameda county, right, between 2017 and 2019, homelessness increased there by 43%, and unsheltered homelessness grew by 63%, and that gave new urgency to homeless system planning, so much so that in the summer of 2019, there were three different agencies each
planning their own separate gaps analysis, and i bring this up because system models is kind of an opportunity, this kind of needs assessment and gaps analysis is an opportunity to develop a shared vision, a common plan, an image of what it means to end homelessness and how we can get there, and the kind of collaboration -- it is a process that engenders that collaboration which is not naturally occurring, right? so it takes a lot of time and effort and attention to really build that sort of common vision for ending homelessness. the needs assessment in alameda county was a mixed methods approach, so it looks -- it looks at quantitative data, it looked at system performance, sort of how the system was
doing, where we were seeing sort of challenges. you know, going into the needs assessment, alameda county knew that three people were touching the homeless system for the first time for every one person that was obtaining the home, and that was kind of the headline of the process, and the subheading was we were seeing long lengths of homelessness, long stays in programs, and the binding list had 10,000 households on it, so the system was totally swamped. so the conversation was very much focused on the housing market as the driver of homelessness. we knew we were seeing the same kinds of racial disparities in the homeless populations that are present throughout the country, and alameda county was really looking at race as more of a descriptive characteristic
of the homeless population while the homeless system was sort of overwhelmed by working fairly, right? a couple of things happened that i think transformed the process in a way that will be interesting to this group? one is that our homeless management information system, our hmis, was in a place where system performance could be disaggregated by race and ethnicity, so taking apart sort of those big system performance measures made really clear that black, native american, multiracial people have -- were having much worse outcomes than others. the other thing that happened was that, you know, there was really just -- i don't know. this table, this graph in particular landed differently
for people, and there really was this push, particularly from elected leaders, to look at racial equity and to develop a system that would work well for black, native american, multiracial people. and there was a lot of anxiety on the part of really me because i was going to have to sort of hold and manage this. and i think among the c.o.c. players because we just didn't know how we could look at race and racial disparities without, for example, violating fair housing or things like that. so we went to h.u.d. and said, you know, we know you're looking at racial equity, we know you're pushing communities to look at racial equity. our leadership here is saying that we need to do an analysis and a modelling process that looks at race, and h.u.d. said
okay. so that was a big shift. so alameda county moved forward with a racial equity assessment. it was really looking at how different racial or ethnic groups are affected or served in the homeless program system. the project used a universalist framework, which is to say the group that the project is working least well for will remove those barriers and design a system that works well for everyone. if we look at the least well
served, we will have a system that is effective for all. we looked -- the process looked really intensely at qualitative data, at performance, at outcomes, and disaggregated everything by race. and sometimes that shows conclusive things, and sometimes it didn't. and then, there's a qualitative research component, where we're guided by the outcomes research, right? asks new questions of different people experiencing homelessness. what are the root causes, what are the systemic barriers? how can we make the system work better for people, and we find that the system multiplies these barriers to housing
stability while at the same time appearing housing neutral and unbiased. i just wanted to give you sort of a moment to see, like, this is the kind of comparison, right, really breaking down -- this was federal fiscal year 2019, h.u.d. system performance measure five. this is reported by continuum of care annually. h.u.d. is part of the consolidated application for continuum of care funds. this is people entering homelessness the first time and really people touching the system in alameda county for the first time, so disproportionately black, disproportionately native american. and then, taking it -- taking it to the people, right? so going to the people and talking and getting clear sort of what was going on. and the thing that was really
important was really looking and talking to people illuminated places where, you know, where the social -- the social determinants of health, right? the sort of adverse impacts on people's health of racism, you know, educational barriers, different economic barriers, right? the prison -- right, mass incarceration, like, these sort of dynamics, like, how they were showing up in people's lives and really creating conditions that led to homelessness. so what we learned, right, what was learned in alameda county is both the kind of resources that we had that were in the system and then the size of the inventory were not right size
to the homeless population's needs or to the scale of homelessness in that community, and that the imbalance led to really high lengths of homelessness and returns to homelessness, both of which impact black, multiracial, and native american households. from there, you know, we really -- we realized a number of gaps in our system, and that led us to reimagine the system. so the shelter inventory exceeded the permanent housing inventory, and so people were not exiting from shelter. shelter was not working the way it was is designed to do. there really weren't permanent options for people with housing
disabilities, it was unlikely they were going to be able to increase their income to pay rent within six to 12 months. that was the situation there at that point in time. households with earned income, we were seeing -- needed something to bridge the difference between their income and rent. and then, the proportion of it that we had in relation to our shelter inventory, right? so we needed to -- we had no shallow subsidy. there was no dedicated affordable housing, which was
affordable without a lot of services and p.s.h. for seniors. those were all things that needed to be developed? and there was a lot of things that needed to be developed. rapid rehousing, housing slots, and permanent supportive housing. the model allowed us -- allowed the community to really look at what we had, what existed in the system, right? another exercise that happens every single year for h.u.d. in the continuum of care. and in order for a system to be the correct shape for proportionate, to function well, we would need a lot of additional units and at an estimated cost. and this is i think one of the estimated appeals of modelling, you can get to this place of
saying exactly -- or pretty close, right? how many units, what kinds of things to bring -- to reconfigure and bring the system to where it needs to be. and the last thing i'm going to show you on this, is also helping the community understand and see that this is a system, right? and adding -- you know, once the system is sort of reconfigured to be able to work in its sort of more efficient way, it needs to be brought to scale, and that means sort of adding capacity in sort of -- i don't know, in groups, right? like, it's not enough to just add capacity to shelter because
there also needs to then be permanent housing exits from that, and there needs to be some homelessness prevention, right, added there, too. so this is sort of the package of -- of interventions for 100 households. this is with only adults that needed to be -- we were trying to get people to understand that, you know, adding capacity to the system meant adding it in this structure, and that just sort of picking and choosing wasn't going to end homelessness, wasn't going to lead to a place where our system continued to work effectively. so i'm going to pause here. i know we're, like, a little bit crunched on time, but i did want to pause for a second to see if there are questions before we sort of turn to thinking about the ocoh work plan. >> yes, of course. we'll go to vice chair d'antonio.
oh, you're muted, vice -- >> sorry. thank you so much, jessie, for that presentation, and i was just saying how hopeful i think for all of us, as well, like, all the callers on the line just to give them, like, the framework on the line. all of my questions are really around framework and definitions. so the first one is rapid resolution, slide ten. could you just explain to us what that means? >> it's taking the process and figuring out what are the implications are -- what does that mean our programs need to look like, right? so kind of this program design and program modelling.
so i think in alameda county, they kind of came up with a few different interventions that fit in that homelessness prevention bucket. you know, housing problem solving, lots of flex funds and things like that. some eviction prevention, but it really -- it really should speak to, like, what does the needs analysis tell you that, you know, could -- to work for people? what are you seeing in the data, and how does that inform the program design, and i think that's with all the different pieces, was really looking at, okay, is rapid rehousing -- okay. it's a tested and -- right? there's a lot of research around rapid rehousing and the impact it can have. like, what does it mean? what do people need in our system to be attached to that,
and do they have what they need? and again, it's -- you know, it's -- our -- the process is really, like, starting with that needs assessment, like, what -- what's going to make sense for people based on the needs that they're showing, and what -- how the interventions are working? >> well, then, my other questions, they're all, like, language-based questions. so on slide 11, dedicated affordable housing just felt, like, broad to me. was that in response to finding
that there wasn't enough affordable housing at extremely low-income levels and that was for, like, that category? >> yeah. the thing in intervention that allowed there to be deeply subsidized housing but also a relatively low support services rate, that was -- support services need, so that was one of the things that we found was the case in that community, was that there was a good chunk of people who needed a deep subsidy but who didn't necessarily need the services that went along with permanent supportive housing. >> and then, my last one is on the last slide, slide 12. does the acronym h.p. stand for housing pipeline or something else? >> that's a good question. >> probably homeless prevention. >> yeah, homeless prevention.
that table gets really big and dense if i write everything out, and again, it's not a recipe, right? so it's not just about sort of applying it here, but again, going back to that needs unless and saying what is going on with the homeless population? where is our system working well and we should build on that? where is our system struggling, that there needs to be, i don't know, some additional maybe retooling, right? what needs to be added here? like, how do we match the resources to the needs, and that needs piece is, i think, really the focus of this next year of work for this group. >> great. thank you, and i agree 100%. >> yea. >> so thank you. >> wonderful. is there any questions before we move to the next part of the presentation? all right.
you can go ahead, jessie. >> sorry, you guys. i was trying to raise my hand. it's julie. so is it questions only or comments? >> either one. member leadbetter. >> yes, jessie, thank you so much for presenting this. it's really helpful to see. i think the committee had to -- kind of got a sense with this a few months ago, and then, we got really absorbed with the allocation process. it really makes my heart sing to be starting this work, and i think i care -- i just deeply appreciate the focus on the needs assessment and really, like, the -- it's not a generic systems planning approach, right? and what changed and was really part of my experience with this work in alameda county is that the focus groups, the lived
experience work really changed what the system plan is understood as what was possible. i think for many of us, who's done this work for 20 or 30 years. we're used to working within the constraints of the funding sources or the models that come to us from other communities, all of this. but this turns everything upside down, and this is why it's so important so we can build an infrastructure that can just not only feed into the systems modelling work but everything having to do with our systems in san francisco, and with the [inaudible] and from our mandate from the city as a whole who voted not just
for the dollars but for the needs assessment and the infrastructure, i'm happy that we made it come to light and also in this modelling work that we have to do, and i'm really looking forward to talking through how we, you know, create an infrastructure, support people who need the support in this process, so thank you. >> yeah, and there are a couple of -- you know, your purview, the purview of this committee is a little bit broader, i think, than what was happening in alameda county, which is a dry continuum of care focus, right? this is -- you know, we have connections, the public health, the mental health piece, the prevention piece. like, all of these are?
-- are in the frame, and this is exciting, how we do a needs assessment and what it looks like exactly. and it's how we underline and emphasize -- -- it changed how people looked at homelessness, and it put racial equity as a major driver, right, of homelessness, right, and it sort of took something that had been at the periphery and put it at the center, and that it was really powerful for, i think, everyone who participated in the project. so i'm going to move onto the work here, because there's a lot. >> i believe that brett has a comment. his hand is raised.
>> yeah, just really quickly, and full disclosure, jessie and i had a great conversation a couple of days ago, and it ended up focusing on this. i'm glad that we're talking about it. every time you see a chart, and you see the disproportionate representation of black, african americans, and people of color, it is an indication of really how systemic racism is. i believe that, i want to make sure in our continuum of care
is followed through on, and then, on the back end of it, housing is one of the goals. it's how to apply for dignity to the fullness of their lives, and job opportunities, and ways they can have upward mobility in their lives. so i book end it with all the great work that we're doing, but i'm super focused on how we prevent it, and i want to focus on a strategy of how we prevent it because i'm too committed to building a system of care that just takes care of brown and black people. jessica, thank you for bringing this to us and raising our consciousness of how we're looking at a solutions system of modelling. >> thank you. >> i think we're good on this,
forward to your suggestions and revisions of this work plan. i think this is work that we really need to have done by march in order to use the needs assessment to inform the -- the budget recommendations that the committee makes, right? so we need to get launched quickly, right? i think this group, this committee probably needs monthly status updates on how things are coming along, what's learned -- what are the learnings that are emerging from the administrative data analysis, right, and then sort of incorporating some stakeholder engagement to get to that march deadline. i think we should -- you know,
looking to the needs assessment, really, to estimate the number of people in households experiencing homelessness each year as well as subpopulations and demographics characteristics, so deep into that population, identifying housing and service needs, analyzing that population data to figure out what -- what we think people need. some of this work is done each year, but again, looking to other systems to fill in a bigger picture of what's available to people experiencing homelessness in san francisco, looking at system performance, and bringing in strongly that racial and ethnic disparities piece, looking at outcomes, and identifying barriers to safe and successful barriers out of
homelessness, and using that qualitative data. all of that by march, using the data to make your fiscal year 22-23, and i think 23-24, budget recommendations to the mayor and the board. thinking of having sort of a technical team that's probably primarily staff, right, to really meet weekly and work through that administrative data, sort of the production process, getting that data together and ready, right, for people to look at, and then having a steering committee that's meeting one to two times a month to set priorities and report back to this committee and other stakeholders.
this is just sort of, like, an initial thinking about it, but the mayor's office, h.s.h., mohcd, someone from this -- representation from this group, the local homeless coordinating board, mental health s.f., advocacy and nonprofit providers. it's attention to keep the group small enough but also inclusive to really develop that community understanding, a shared understanding of what homeless -- what the needs of homeless people are from the system. [please stand by]
with lived expertise to help direct the priorities of the funds? >> we have some website and public reporting work that needs to be done. this fall i'll be working -- i hope to be working on moving the committee materials to sfgov, and it has some of the language accessibility features built in, and it is a little more streamlined, for people to be able to find information about the meetings, find out how to participate in the meetings, and learn a little bit about what is going on at the committee. we're also, this fall, working on dashboards, right? descriptive and performance data visualizations, and providing quarterly updates to this committee using those dashboards. fund oversight and the
budget process, right? so this fall, i really want to get an o.c.o.h. budget graphic on where everything landed after all of that, and then the spending dashboards to be able to track sort of what is the status of the funds? how are things going with the fund? right? providing those kinds of status updates to this group quarterly. and then, again, in the spring, we're back to it, right? crafting budget recommendations, and making those recommendations to the mayor and board of supervisors, and reviewing the mayor's budget proposals, and making recommendations to the board of supervisors as needed. and then your committee meetings. we already have a lot on the agenda, right? so we're having, you know, dan adams, who was here today with p.h. acquisitions, and he and i talked about doing those every other month. it may make sense to do
them quarterly, but we'll start right now with every other month, you know, getting that funds status update quarterly, getting dashboarding updates every quarter, paying attention to where we are with the work plan, and then getting feedback about the needs assessment and the qualitative work that is happening and the stakeholder assessment, all the way to next spring, working to work planning again. so there is a lot going on. um...i just want to emphasize, you know, we've talked today, right, about the committee, about our city, our home, and the work that needs to happen for that group. there are a number of complementary initiatives that are happening, from the strategic framework refreshment, right, that is happening over at h.s.h., mental health
assess, and the mayor's office is working on some unsheltered homelessness public reporting. and so we're just actively in communications and conversation about how we can align those initiatives to both build that common vision and avoid duplication of work. this modeling, we think, is kind of squarely right. we want to keep that at the center of the visioning work that we're doing right now, all four of us. so next steps for the committee, right? i think there are questions with the sort of general work plan that i've laid out about sort of what other stakeholder engagement work, i think in particular, may need to be incorporated into this work plan. obviously focus groups with people with lived expertise, but is there
additional stakeholder work you would like to see? how be the liaison roles or functions change or remain the same in this work plan? how do you want to engage as committee members in the process? and then just looking forward for the controller's office, right, in the next couple of months we're looking to start convening that technical group for the data and dashboarding work, and begin contracting for that stakeholder engagement process. and that is the end of the this. i feel like i've talked for a really long time. so i'm interested to stop sharing and hear what you guys have to say. >> awesome. thank you so much, jessie, for this conversation. i want to open it up with the committee, starting with member ledbetter ter
and then deantonio. and member friedenbach. >> thank you. i'm having a reaction because it feels like we made a big vote, and then we came back, and now somebody has planned our work for us. and it is a very qualitatively different experience than prior to the voting process. and, you know, i think i would need to hear a little bit from the chair in terms of sort of where they've played a role in this. i think this is the time for us to sort of talk through this, right, and see, i think, probably pull back our liaison structure, which we had adopted and voted on and is in our bylaws. map it to the work plan. and look and see if the work plan -- whose work
plan is it? it feels like the city's work plan, but our committee has been very much a committee that takes leadership role, that convenience stakeholders ourselves, that we really are, you know, active. and i think it has been a key to the success. so i think i've got a lot of questions about that. and then when i look at the diagram, i feel like our city, our home should be much bigger. it is because we have the largest source of funds. we are the centrifigal force. that is an important amount of money, and our responsibility as an oversight committee, to make sure we're sort of taking that very seriously
and using it as strategically as possible. i'm not sure if we just have a chance to keep talking about it, but i would definitely like to pull back that liaison structure and see where that falls in line with the work plan. and i would like to say, also, despite my reaction as of this moment, there is a lot in there that is about what we have said over and over, with this collective impact. we need to be engaging with mental health s.f., and their committees and with the mayor's office. all of the stakeholders are incredibly important to this work. i don't want to make it seem that that is not at the center of this, and reasserting the values of people with lived experience. and taking seriously that that is what is at stake. it is a shift of language.
like, we came with leadership, and leadership and lived experience. and building a leadership with people, building a movement. and it's very different, so i'm here to help and any way to sort of keep that at the center as well. so thank you so much for your work. >> chairwoman: thank you so much, member ledbetter. i believe this plan has incorporated a lot of what we discussed. i believe we need to bring that liaison structure back, but the things have shifted with our committee, in terms of our work going forward, so this is a living document. and i think the team has tried to be response supervise to some of the things we've brought forward, but, of course, we can amend as needed. this is not going to be voted on today. this is just kind of introducing our thinking and building out that work plan. i really appreciate your comments, and we'll keep working at it. so i'm going to vice chair
deantonio and then member friedenbach. >> thank you so much, jesse. i think this is a great canvas for us to layer on, is how i see it. just like -- okay, some thoughts: i would like there to be a slide. it is easier for me to visualize with seeing all of the timelines align together, to see the different components that will be worked on in the same timeframe. i guess if we could elaborate and add administrative data analysis. like, i don't know if that is something as a group we should figure out what data points you want to be looking at, or if that is exclusively decided by the city, or how that goes, or even what it would be, like, defined as. it is just words right now. i don't know if you could
define it will little bit, what that looks like? >> yeah. when i think about -- i don't know if that is me echoing. when i think about administrative data, i'm thinking about the data that is being collected as people for administrative purposes, right? so i would include things like the point in time count, which is a funding requirement, right? and the youth count. but as well as, like, services data, right? there is a lot of information about -- that is collected in the administration of services that can tell us a fair amount about sort of what -- who is using what things and where are people successful? you know, i think it's, um...i think the ordinance itself says "to the greatest extent possible." so it is looking at what
is the data that already exists out there, in terms of the more quantitative data that can help us see part of the picture of the needs, right, and homelessness generally. i'm very familiar with the continuum of care sort of data, but that is not the limit of this -- of our city, our home, right? so i think there is also some discovery work that needs to be done around, for example, s.r.o. families and understanding sort of how the pipeline fits into that, what's available there. the same on the mental health side, right? that is an entire system unto itself, right? i'm not as familiar as what the administrative data is there, and there will need to be some discovery work about sort of what can we know about homelessness through the data that they're collecting. >> yeah. thank you. and i think part of that, at least for myself, is,
like, us having a conversation about, like, things we would like to see. either if there are already electric measurements on that, or things that we would like to be measured, like, ongoing, which maybe we won't have data for, like, today or now, but, like, in our needs assessment in two years, we can say we would like to see this and it is not being measured yet. i know especially around, like, success -- i know i talk about this all of the time, but what is a successful placement and, like, the measurement of retention. i get differing responses on whether we have that data or not. and i've never seen it, so that is something i would really like to measure. i'm sure that everybody sitting here has different metrics they would like to see measured. so that might require us coming together and talking about that a little more. so that is one thought i had. another thought that i had was just around the
complementary initiatives that are going on. i forget what the language is on that. the housing authority, and i know i also keep bringing that up, but it is something we should also be aligned with. i would love to have them come here and tell us about their five-year annual plan, or tell us what is going on at the federal level. during the pandemic, we received 100 section 8 measures, and that goes towards housing and how many people are being housed, and adding them to our housing unit count. so there is that. and then, like, for me one of the biggest things was really around, like, community engagement, and paying folks for their data. and, like, paying folks to participate and being really granular with that. and i think there is a lot of -- i think we could start that earlier than
what i see, i guess, on the timeline. and really set some specific goals around that, which i think is kind of like what julie was saying as well. i think that also has to do with our liaison role because within each of our liaison roles, there is an opportunity for different communities to engage with. even though i am the community engagement liaison, the different roles -- there is, like, sub-populations within that that i think would be important to, like, pull into these conversations, as far as folks with lived experience. and i know, like, we're not going to decide those things today, but i just wanted to shout all those things out and, yeah, really just, like, highlight that i think we should start the community engagement process earlier. and, sorry, also to
elaborate on that, in our previous, like, stakeholder meetings and community engagement processes, we heard that focus groups don't work for everybody. and if we're talking about equity, i think it is important for us to, like, look at different ways of engaging folks, beyond focus groups. we heard especially for black youth, youth of color, that the focus groups do not work for them. and then, yeah, so -- yeah, there is a lot of questions -- things that need to be answered within there. this, i think, like i said, is a really good starting point, and we can all kind of build on this expertise and knowledge. so thank you. >> chairwoman: thank you. we'll go to member friedenbach. >> yeah. thank you. thanks so much for all your work on this. and, um, i understand
where member ledbetter is coming from, in terms of nervousness around how this is moving forward. i think that, you know, we all have a lot of experience within the city of san francisco, having a lot of kind of fake community processes, for lack of a better way to describe it, and a lot of fear around community members having any kind of, like, real -- you know, real self-determination in terms of how to shape public policy and fear around unhoused community members having real power. and i think that as we've gone through this in the last year, we've seen that response over and over again, where there has
been, you know, kind of a negative reaction to -- you know, to a body that is, um, as active as we are and is empowered. there is just a lot of skill, i think, among the membership to be brought to the table. and that should be embraced and should be brought on in really a leadership role. and i think it was really phenomenal work that was done over the past year on making sure -- you know, i mean i get feedback constantly from folks, from folks who are unhoused, who never had their voices heard, that feel really listened to in this process and they don't in other processes. and that is a skill. that means we know how to do this and we know how to do it right. and so we don't want to kind of abort that process. we want to build on it and get stronger and stronger. and so i think building on
the liaison piece. i also want to make sure in the needs assessment process that we include revolving door. it could be raw data from that, etc., but there is a lot of information there and a lot of work that was done with, you know, four different universities. and i think there is so much data sitting there that hasn't even been tapped into. and so that's -- you know, the idea was to help with the needs assessment, and that's what we did that. the last thing on timeline: i'm a little bit concerned on the timeline. so we will be doing our needs assessment -- in terms of our timeline kind of lining up with the budget process for the city and county of san francisco -- so there is going to be adjustments we want to make on our investment plan. there are going to be some
one-time monies that will be freed up and other decisions that will be able to be made. it won't be as overruling overwhelming in terms of this first year, in terms of the amount of money we're working with and all of that, but it seems like we need to complete the needs assessment earlier in order to then engage in the budget process in a way that -- we wouldn't start from scratch. we would build off of the needs assessment. but there is going to be a lot of hard decision-making as a body, that we're going to need to create space for. post-needs. so we're looking at the needs assessment and then making decisions. the budget goes into the mayor's office january, february -- and sometimes it goes in as early as december, though. it would be nice to be in
alignment. it doesn't have to be, but just thinking about that timeline, but definitely wanting to impact the mayor's budget, at least. so i think april is a little late. so -- for the needs assessment to be completed and have time to make all of those hard decisions. or else i feel like we're going to be rushed again. and that was the thing we swore we weren't going to do again, being rushed -- we had the big rush in december, but then it was pretty rushed after that, too. so those are my comments. oh, and just, i think, as we -- so to just be a little bit more -- a little more substantive, my comments -- when, for example, the focus groups are being -- our the outreach methodology, however we're getting
input, we should have the liaison present to make decisions about how those things are structured. we're missing a data officer right now, and so that needs to be scermd scheduled. i don't know if we want to wait for the reappointment. but the present officer should be present when deciding what data needs to pull in. so people are actually there from this body in those rooms where the discussions are taking place. so that's going to be really important as well. thanks. >> chairwoman: thank you so much to all of our committee members. we're definitely taking all of these notes. i believe the document will go out, so if folks want to respond on their own time and digest it and provide some written comments, to myself and vice chair deantonio to work with and the controller's staff on really refining this plan. i agree with member friedenbach on getting all
of our seats and all of our free appointments done so we can really have a full body to take on the next phase of this work. i think that is super important. and i definitely agree with all of our liaisons being at the table at different pieces of this work. so if there is no further comment, i'm going to go to public comment. if there are no further comments from the committee. >> clerk: members of the public who wish to provide public comment on this item should call 415-655-0001, i.d. 1875963686. then pound and pound again. if you haven't already done so, please dial *3 to line up to speak. a system prompt will indicate you have raised your hand. please wait until the system indicates you have been unmuted and you may begin your comment. please note you have two minutes. spanish interpreter, please.
[end of translation] >> clerk: great. thank you. i'll take the first caller. hello, caller. hello, caller, you have three minutes. >> caller: can you hear me? >> clerk: yes. >> caller: this is steve rice from legal aid. i just want to thank all of you for your work and your recommendations, and i'm looking forward to the needs assessment. and i just wanted to, you know, make one comment. there was an item that was dropped that the committee recommended, but the board dropped, about civil legal services. and, you know, obviously there is a great need for housing and housing first and acquisition of housing, but i think not enough attention is always paid to how to make that
sustainable in the long-term, how to allow people to transition to living more independently. and they've found in alameda county that disability benefits advocacy, getting people the money they're entitled to from the federal government really does help people to transition to more stable housing in the three-year pilot with the city and tipping point, and we've seen those outcomes in just three years' time. i hope that disability and benefits advocacy are considered as part of the needs assessment, and that the need there is reassessed. thank you. >> clerk: great. thank you. there are now additional callers. >> chairwoman: thank you so much, and thank you to all of our public commenters. at this time, i have a hard stop at 11:30, but i want to go to item 6, which we have a transition
from our committee. member hanes will be transitioning, so i wanted to give him an opportunity to talk about his transition, and some of the work ahead. so i will turn it over to member hanes. >> thank you. thank you forgiving me a couple of moments, and i'll be brief. i'm glad that the mayor appointed me to this role. as i told her, i had prayed for it before this position came into existence, to serve on one of our city's homelessness commissions, to be that individual with that lived experience to represent from that perspective and hoping to shape something to give greater benefit to those in need. even though my time on this particular committee has been short, my efforts in that vain will continue
on with my efforts on my own non-profit. my full-time job is not going to allow me the four hours every month engaging with you all outside of commission efforts, but to the affect that my non-profit organization will hope to work on some of these funds to provide supportive infrastructure, in addition to all of the other (indiscernable) elements. [audio is breaking up] so i have had some good communications with jessica and other city hall staffers in terms of my transition, and i feel that we have left off at a point where ultimately anybody with a good communications background
and skills can really take off from where we had left, which was really hoping to sort of get some other members with our collective hopes and aspirations, in terms of doing a robust job with communications and how that can overlap with the community engagement. and so i believe that jessica will be able to, you know, take good stewardship of that with my notes that we have shared and the many conversations that we've had in previous commission meetings, with a good amount of my energy, in terms of feedback there that can be called in. i will always make myself available. so if people feel like they need to reach out to me individually to get some additional information, feel free to schedule some time. i have a limited amount of time in this calendar week to complete any of those efforts because next week i actually have meetings with the job, even though i start on monday,
tomorrow, and so i'm waking up at 6:00 a.m. to start these efforts with the new job. i feel like we're at a point where those who are still going to be deeply engaged with the efforts will be able to take off. and i'm happy that i've been able to spend the time to learn from each and every one of you. what i will say is what i have always said to people, good-bye is something isn't always meant to be forever. the other thing i learned about city hall and serving as part of the city family is that you actually -- you never get to leave because they're always asking you back in some way, shape, or form. i look forward to seeing you in some future meetings, asking for some of these funds to fully implement my program, or hanging out and having a good time in the community, now that we get to go out and have a good time. >> chairwoman: thank you so much, member hanes, for your service.
it is definitely not good-bye. it is see you later because i know you're have been engaged in this work. i'll open up to the other members of the committee if there are proposed agenda items or any other updates that committee members would like to give at this time. >> just graduations on your new job, sean. and thanks so much. >> chairwoman: great. all right. so i think we need to go to public comment for this item. >> i also just wanted to thank you for all -- everything you've done for this committee. i think you're leaving with a very strong inspiration. i think we're going to get into the moment in which we can do the community impact liaisons, but i know you won't be going too far. and if we need, we can ask for your expertise. so thank you for all of your work. and good luck and
congratulations. agenda item, that comment from the public comment on legal makes me realize that maybe we should review what was included in the budget and how (indiscernable). i did not think about the legal gap. and so maybe i'll make a little bit of a followup on that because it was a recommendation. and to bring back the liaison charts and review where we are for that. >> chairwoman: absolutely. for august, we'll be looking at that budget, that will be the entirety of that meeting, what god got funding and what is missing. any other future agenda items? all right, so public comment. >> clerk: members of the public who wish to provide public comment on this item should call 415-655-0001, i.d. 1875963686. then pound and pound
again. if you haven't already done so, please dial *3 to line up to speak. asystem prompt will indicate you have raised your hand. please wait until the system indicates you have been unmuted and you may begin your comment. please note you have three minutes. spanish interpreter, please? [speaking spanish] [end of translation] >> clerk: great. cantonese interpreter, please.
cross gave us a list of agencies in the city to reach out to and i signed up for the below-market rate program. i got my certificate and started applying and won the housing lottery. [♪♪♪] >> the current lottery program began in 2016. but there have been lot rows that have happened for affordable housing in the city for much longer than that. it was -- there was no standard practice. for non-profit organizations that were providing affordable housing with low in the city, they all did their lotteries on their own. private developers that include in their buildings affordable units, those are the city we've been monitoring for some time
since 1992. we did it with something like this. where people were given circus tickets. we game into 291st century in 2016 and started doing electronic lotteries. at the same time, we started electronic applications systems. called dalia. the lottery is completely free. you can apply two ways. you can submit a paper application, which you can download from the listing itself. if you apply online, it will take five minutes. you can make it easier creating an account. to get to dalia, you log on to housing.sfgov.org. >> i have lived in san francisco for almost 42 years. i was born here in the hayes
valley. >> i applied for the san francisco affordable housing lottery three times. >> since 2016, we've had about 265 electronic lotteries and almost 2,000 people have got their home through the lottery system. if you go into the listing, you can actually just press lottery results and you put in your lottery number and it will tell you exactly how you ranked. >> for some people, signing up for it was going to be a challenge. there is a digital divide here and especially when you are trying to help low and very low income people. so we began providing digital assistance for folks to go in and get help. >> along with the income and the residency requirements, we also required someone who is trying to buy the home to be a first
time home buyer and there's also an educational component that consists of an orientation that they need to attend, a first-time home buyer workshop and a one-on-one counseling session with the housing councilor. >> sometimes we have to go through 10 applicants before they shouldn't be discouraged if they have a low lottery number. they still might get a value for an available, affordable housing unit. >> we have a variety of lottery programs. the four that you will most often see are what we call c.o.p., the certificate of preference program, the dthp which is the displaced penance housing preference program. the neighborhood resident housing program and the live worth preference. >> i moved in my new home
february 25th and 2019. the neighborhood preference program really helped me achieve that goal and that dream was with eventually wind up staying in san francisco. >> the next steps, after finding out how well you did in the lottery and especially if you ranked really well you will be contacted by the leasing agent. you have to submit those document and income and asset qualify and you have to pass the credit and rental screening and the background and when you qualify for the unit, you can chose the unit and hopefully sign that lease. all city sponsored affordable housing comes through the system and has an electronic lottery. every week there's a listing on dalia. something that people can apply for. >> it's a bit hard to predict how long it will take for someone to be able to move into a unit. let's say the lottery has
happened. several factors go into that and mainly how many units are in the project, right. and how well you ranked and what preference bucket you were in. >> this particular building was brand new and really this is the one that i wanted out of everything i applied for. in my mind, i was like how am i going to win this? i did and when you get that notice that you won, it's like at first, it's surreal and you don't believe it and it sinks in, yeah, it happened. >> some of our buildings are pretty spectacular. they have key less entry now. they have a court yard where they play movies during the weekends, they have another master kitchen and space where people can throw parties. >> mayor breed has a plan for over 10,000 new units between now and 2025.
we will start construction on about 2,000 new units just in 2020. >> we also have a very big portfolio like over 25,000 units across the city. and life happens to people. people move. so we have a very large number of rerentals and resales of units every year. >> best thing about working for the affordable housing program is that we know that we're making a difference and we actually see that difference on a day-to-day basis. >> being back in the neighborhood i grew up in, it's a wonderful experience. >> it's a long process to get through. well worth it when you get to the other side. i could not be happier.
>> my name is holly i'm been in enterprise software training for 10 years that expired film and art and voice-over week work and all kinds of work. >> i'm jane a program director for the state of california i have the privilege of working on special technology projects for the depth of the technology a passion for helping people and a
passion for doing work that makes a difference and makes me feel good at night and i think about what i did today and helping every single person in the city as. >> a technology professional a need for more women and more women in leadership roles the diversity and the leadership pipeline is an area that needs a little bit of love. >> a lot of love. >> a whole lost love. >> i'll contribute for the change for women's equality by showing up and demonstrating that the face of success schizophrenia came come in a variety of corresponds. >> they're a lot of roadblocks for san francisco when it comes to our proposition and finding a
play for information that has how to start and grow management so we started to build the san francisco business portal not just consults or the taxpayers and voters they're actually customers we are the government serving the consumers in our neighborhood i point to at least one best that i personally touched with one way or another and makes me feel good about the projects like the business portal and in embarking on this new exciting journey of finding better and efficient ways to deliver services to san franciscans i sit through a lot of senior management meetings i'm the only woman in the room i know that our c i o is tried to recruit
for women and a male dominated environment. >> i've felt unbounded and inspired to pursue a lot of things over time i recognize to be cricked in ways i didn't anticipate you know i've followed the calling but now put me in a position to spend most of my time doing things i love this is the whole point; right? you ought to feel inspired in our work and found opportunities to have you're work put you in service for others and happy doing what you're spending so much time. >> my father was a journalist lift and my mom a teacher when we finally decided to give up their lives because of me and
now i actually get to serve the city and county of san francisco it makes me feel really, really good not this didn't happen overnight i've worked my entire life to get to this point and much more to learn and i have a lot of changes ahead. >> really think about what moves you what you're pat's about and trust that you are sufficient and enough where you are to begin and then is her that you are being tenacious about getting to the next place in the evolution but by all means start with you are and know that's enough
>> : hello everybody. welcome to union square. well, it's been a long road, hasn't it? it's been a long 15 months. i just want to start -- hi, everybody. i'm san francisco mayor london breene. i want to start by recognizing the people of san francisco. i know the steps we had to take to address this global pandemic in this city. and the success of the steps that we've had to take had everything to do with all of you listening to our health
directives, looking out for one another, supporting and uplifting one another. if you look at what's happened in other parts of the world and what happened in san francisco. this is one of the densest cities in the country, we have one of the lowest death rates in the country. good luck, ma'am. good luck. thank you. as i said, san francisco fortunately has had one of the lowest death rates in the country. that has everything to do with all the work you have done to keep everyone safe. i want to say thank you to san francisco. thank you for all your hard work
because it was a very challenging time and now that light that we keep talking about is finally here. i know you can't please everybody, that's okay. today, why are we here. as someone who grew up in san francisco. you hear me talk a lot about my grandmother. you hear me talk about living in public housing and my own experiences. when i think about some of the things my grandmother did and values she instilled in me, cleaning up in front of where we live. i would do it kicking and screaming, we would wash the stairs. in my mind, i'm like why are we cleaning up for everybody else. she said this is your community, this is is your home. i don't care what people say
about the projects, we're going to take care of our community. it's important that we make sure that we take care of this community so we can make sure that folks who care about it live here. i think about san francisco in the same way. it's not just about what i'm doing. it's not just about what the department of public works is doing. what are we collectively doing? what are we collectively doing to make sure that we take care of our city. a lot of what my grandmother taught me, i didn't understand the importance of it but it rubbed off on me what i got older. when i was the director of the arts and culture complex, we kept it spotless. what i notice about the kids who go there, when they drop
something on the ground by accident, they immediately pick it up. it's the values that were instilled in them. it's what i want to exist across this entire city. it can't just be about one city agency or one non-profit agency taking care of and cleaning up some of the challenges that exist here. it requires all of us to do our part. when we see some trash on the corner, we should call 311 immediately. we should never feel it's okay to dump trash on the corners of the most beautiful city in the country. we should feel bad about throwing trash out side our cars or out on our streetses. we should feel bad about dirtying and messing up this
beautiful city. we're a major city, we have challenges like any other major city. we know people struggle. we know we're making investments to address those challenges. that is no excuse for letting our city fall apart. why are we here today? san francisco is shining right now. we're a beckon of hope. when you think about it, we're a beckon of hope. people come here from all over the world, sometimes seeking refuge or a new opportunity. folks like myself were born and raised here, i want to be a part of the success of this city. when i think about san francisco and shining. i don't care if it's foggy, i love our foggy weather. it's still shining. the hearts and minds and souls
of the people of this city are shining. today is about reminding us how much we love this city and have to fight for this city. how we as a collective have to make sure that the work we do today demonstrates that we care about this city enough to ensure that it continue it shine on. so what does that mean? shine on san francisco. what does that mean? it means we are focusing on the things that aren't necessarily the most popular thing it talk about, like new trash cans that are easier for the public to use. making sure they are strategically placed for people
to throw things away. we know it's not exciting to talk about the 311 system so it's easier to use for the public. all of our non-profit agency that's do incredible work providing support for additional power washing sometimes is not really exciting but it is. that work that all of these people behind me, that work that they do to keep san francisco green and clean is so critical to making sure this city continues to shine. we are here today to announce what i think is an incredible initiative. an initiative that we're hoping will catch on. yes, we have beautiful trees and other things that we're going to plant all over the city but we're announcing a campaign
called shine on sf. as you can see from some of the buttons people are wearing is really about reminding us how important san francisco is to us. we have to take responsibility for this city. we have to work harder to keep it it the green an clean and beautiful city we all know an love. we're going to be making some unprecedented investments. trees, garbage cans, making things easier to get things cleaned up in their communities. we have a lot of work to do in san francisco. this is a critical part of our recovery, our economic recovery. not just people who visit and shop here an visit from all over the world but the people who live here. people who want to walk down the
streets and feel they are safe and clean. how do we make san francisco better? we have to work hard for it. we have to fight for t. that's . that's what we're here to do today. fight for the future of san francisco. let me just go over a few of the initiatives. one point eight million dollars to make this shine on sf program permanent. power washing and mobile teams, office of economic and work force development, that's in addition to the power washing of streets and sidewalks that we already do. activation in our public spaces. randomly some performers and singers are going to start performing. it's going to be really fun.
a total of ninety six point two million in the budget for cleaning and beautifying for our communities. ninety six point two million dollars. it's not just the work of the city. i want to take this opportunity to thank some people who decided that they wanted to support this city and came up with a concept of shine on sf. they worked with a number of folks, a number of community stake holders because they wanted to do something to give back to the city. howard, are you here today. thank you. thank you so much for your vision an work and support in making this a realality. thank you to jennifer kiss for the consultant work you did and the advocacy.
because of their vision an leadership, this shine on sf commitment is a reality that i'm committed to supporting in our upcoming budgets and partnering with our private and public sectors to make sure we are consistent in the work that we need to do to take care of our city. i also want to thank so many of our department heads including our assessor recorder, our city administrator, our department of the environment director, three 11 director, director of department of public works, and director of the office of economic work force development. incredible leaders, it does take a village. they will be working hand in
hand collectively and working withing the ambassadors who are always out here taking care of the community and your department of public works team. so many folks in the district and the union square community business district, so many people. it does take a village. when you see these folks working everyday, just say thank you. thank you. because they are out here working hard. they are showing up when others are not. we appreciate them. what we want to happen is when people come to san francisco or people come from other parts of the sety to union square or any other incredible spaces to enjoy live music or shop at our great department stores or have a live experience at a restaurant, we want it make sure they walk away with a smile on their face.
that's what shine on san francisco is all about. reminding us we have to fight like heck to keep it a way to make sure all of us continue to love it and be proud of t. thank it.thank you for being here tod. with that, i want to bring back our partner in this effort. bring up a person who has been traveling all over to get people excited about returning to san francisco. to visit from all over the world to come back to san francisco from a number of the conventions and all the great things that are happening. the head of the sf travel association for san francisco joe. >> : thank you mayor. thank you for your leadership during the pandemic and our
recovery which is essential. thank you for your budget initiatives. it's going to make sure san recovers quickly. we cannot do it alone. it has to be given by all of us. private sectors, associations, individuals. all of us have to be a part of it. why is it so important now? travel is the backbone of san francisco's economy. $10 billion in that economy. the telling the story of san francisco. travel and tourism is not just about visitors. it's about the people who work in san francisco and the industry to support the city that we love. the employees who count on san francisco to feed their families. those that inspire us to help the the city shine.
we want to be part of the solution to make this city shine that we love so much. with all of us coming together with the public and private sector. we are inspiring action and change. we appreciate the investment that the mayor is making. encouraging travel and tourism to come back and get the city back on its feet. encouraging return to conventions. it's all about making people welcome in san francisco. we're committed to make shine on sf successful in san francisco. come together to care for our city to make san francisco the best and brightest destination for economic recovery. i'm tired of this narrative of people jealous of san francisco who tell terrible stories.
it's time for us to take over this narrative and take charge back. look how beautiful and diverse this city is. it's the city we love. shine on san francisco. i'm pleased to be a part of this initiative. now i'd like to invite one of our partners. the executive director of the tender loin community business district to come up and say a few words. >> : thank you. i'm the executive director of the community district. i'm proud to be a part of shine on sf. we deal with some of the city's toughest issues. we support an incredible neighborhood. immigrants, families, long time san franciscans who found a safe
haven from rising housing costs. our cleaning team out there everyday sweeping up the streets. it's a lot of need in the neighborhood. people are struggling on our sidewalks, more so during the pandemic. we see it everyday. we see other neighborhoods getting more attention. that's why shine on sf matters. it brings people together. my organization with city organizations it brings many of us together from all other the city to work together towards a common goal to make this city, our city the most beautiful city in the world. we know how hard that work is
going to be. it takes coalitions. large coalitions working together, that works. people working together towards a common goal, that's what is going to deliver change to the city. a group of us came together with a vision for community safety. we were worried about our neighborhoods and had an idea about how to deliver community safety. we presented that idea to the mayor. i have to say, mayor, thank you. she stepped up and took our request and made it happen. right now we have more officers walking the beach, more practitioners and more on the way engaging with people to build community safety. we have a presence and commitment from the city to work with us. that's what a coalition can do. in partnership with sf, 15 other
community benefits in the city, we'll integrate our operations in 311. it's one of the most exciting things to happen in this district in the last three years. the city administrator to say what will happen if we can integrate all of these teams in addition to public works who are out there everyday cleaning up the sidewalks. we can close that request with a photograph to go back to the person who submitted the request. it's going to be a revolution. in addition to that 311 integration, that exciting element, we're excited about the trash can receptacle and the vision that the mayor brought to think about a comprehensive system to the trash cans in the
tender loin. the funding from those two sources at every intersection. there's a pilot. we think it's important for a major city with a lot of commercial traffic to have a place for people to throw their litter so it doesn't end up on the sidewalk. that's something shine on as brought as well. the coalition an the stake holders working together. we need a boost. it's been a hard year for the city, nation. it's not always going to be easy. there's going to be hard days. we're san francisco. we care about our city. that's how we do it in the tender loin. that's how it will bring us together in each and every neighborhood in the city. now i'm supposed to introduce vince. a hero who emerged with a new
model for thinking about cleaning the city. >> : i'm humbled and honored to be here as part of shine on. i've only recently done what many of these people's life's work has been to take care of this city. i learned how to become an adult here. i met my wife here. i'm raising two girls here in the city who go to sfusd. in pandemic life trying to figure out thing it do outdoors. let's pick up right in front of our streets. it turned into streets getting cleaner. let's clean up the rest of our block. maybe other people could do the same thing. i started to notice a few things. there were a lot of people already doing this and going out
on their own and organizing maybe hood clean ups. a lot of city services and non-profits dedicated to keeping the city clean. it's so easy. how hard is it to pick this up? how much does it cost? i promise at least for myself to keep refusing refuse. it's a small and simple thing we can all do. it doesn't take much. just get up off your couch and come out. it's not that giant sweep that's going to keep the city clean, the tiny pick everyday. the trash is relentless but we are more relentless. it doesn't matter where you live, everyone deserves a clean street. people are coming out of their
houses and we're creating opportunities to join us and making it really easy and fractionless to come out. i think more people are going to feel empowered like i have. that's my hope. i'm really hopeful for this city. i really love it here, of course. i invite you to come clean with me. go to my website. shamelessplug. a lot of people doing a little bit that's going to make a big difference. if you have been here or just moved here, can you do something. we have these golden tree that's are fantastic, so beautiful. thank you so much for creating them. genius idea. it asks, what makes san francisco shine? for me, we are leaders. we are leaders in environmental justice, stewardship, activism. we're leaders in lgbtq plus
rights and we're fighting for that. we're a place where a young girl of color from the projects can can grow up to be our leader. i love mayor breene. i hope everyone comes out because the next question should not be -- there's so many reasons to love san francisco. the next question is how do you love san francisco. what do you do each day to show and demonstrate that you love san francisco. we can be that light that shows the rest of the world how it's done. we're going to get it done here. i hope to see you out there cleaning the streets with me.
>> : hello, everybody. i represent the artists of our city. thank you so much. i work with an organization called san francisco, we're a street team of sellers in the area. we advocate for each other to raise our voices up. we help make the city more fun. we're so excited to be involved in the shine on sf project. we helped to create build intrigue not alone. we helped to create the art as part of the tree. on behalf of all of the shine on partners, i see them all today. jennifer, and howard and phillip. i want to mention everybody. they are going to start the music here soon. the san francisco parks -- we couldn't do this tree without
them. i hope you will join us today and tell us what you think makes san francisco shine. everybody has something that you love about the city. the park alliance they coordinated all the volunteers and the site hosts. they are active activating these trees over the summer. check it out. these trees are creating a conversation in the city. i was out at the skate and place which is one of our site hosts. it brought me to tears to hear the conversations about all the things people love about san francisco. it made all of the work feel really good. now, i would like to invite the mayor, an members of all the shine on sf leadership committee to gather at the golden tree and
we're going to fill out a card. thank you all. >> : thank you all for being here. let's remember to keep san francisco green and clean and also with covid, we weren't able to do our monthly clean ups in neighborhoods. department of public works will be resuming those most likely in august. we invite you to come out and help us clean up the streets. in fact, i'm going to be at the next couple of clean up initiatives and randomly picking people who show up to clean with me so we can hang out and talk while we clean up and green up. let's show them what we're made of. shine on sf.
>> ♪♪ ♪♪ we are definitely pioneers in airport concession world a world of nationally if not entirely or internationally >> everybody is cop us right now. >> the people that were in charge of the retail this is where that began. >> i didn't think we would have a location at the airport. >> we've set the bar higher with the customer commerce. >> telling me about the operator and how you go about finding them and they get from
being in the city to being in the airport. >> so first, we actually find a table and once we know what we want a sit-down we go to the neighborhoods in san francisco and other people seminary of the retail let us know about the rain water and are excited to have the local operators in the airport. >> we have to go going through the conceive selective process and they award a lease to the restaurant. >> they are planning on extending. >> we that you could out the china and the length evens and the travel serve and fourth your minds and it's all good.
>> how long for a vendor to move through the process. >> i would say it could take 80 up to a year from the time we go out to bid until they actually open a restaurant. >> i don't know what we signed up for but the airport is happy to have us here. and, you know, even taking out the track simple things there's a learning curve >> with once we're here they are helpful. >> it's an award-winning program. >> we're prude of your awards we have won 11 awards the latest for the best overall food address beverage program and . >> like the oscars (laughter). >> the professional world. >> tell me about the future food. >> all the sb national leases
are xooirz and we're hoping to bring newer concepts out in san francisco and what your passengers want. >> well, i look forward to the future (laughter) air are we look fo all right. 2, 1 you innovation on or was on over 200 years they went through extensive innovations to the existing green new metal gates were installed our the perimeter 9 project is funded inform there are no 9 community opportunity and our capital improvement plan to the 2008 clean and safe neighborhood it allows the
residents and park advocates like san franciscans to make the matching of the few minutes through the philanthropic dungeons and finished and finally able to pull on play on the number one green a celebration on october 7, 1901, a skoovlt for the st. anthony's formed a club and john then the superintendent the golden gate park laid out the bowling green are here sharing meditates a permanent green now and then was opened in 1902 during the course the 1906 san francisco earthquake that citywide much the city the greens were left that with an ellen surface and not readers necessarily 1911 it
had the blowing e bowling that was formed in 1912 the parks commission paid laying down down green number 2 the san francisco lawn club was the first opened in the united states and the oldest on the west their registered as san francisco lark one 101 and ti it is not all fierce competition food and good ole friend of mine drive it members les lecturely challenge the stories some may be true some not memories of past winners is reversed presbyterian on the wall of champions. >> make sure you see the one in to the corner that's me and. >> no? not bingo or scrabble but the pare of today's
competition two doreen and christen and beginninger against robert and others easing our opponents for the stair down is a pregame strategy even in lawn bowling. >> play ball. >> yes. >> almost. >> (clapping). >> the size of tennis ball the object of the game our control to so when the players on both sides are bold at any rate the complete ends you do do scoring
it is you'll get within point lead for this bonus first of all, a jack can be moved and a or picked up to some other point or move the jack with i have a goal behind the just a second a lot of elements to the game. >> we're about a yard long. >> aim a were not player i'll play any weighed see on the inside in the goal is a minimum the latter side will make that arc in i'm right-hand side i play my for hand and to my left if i wanted to acre my respect i extend so it is arced to the right have to be able to pray both hands. >> (clapping.) who one. >> nice try and hi, i'm been
play lawn bowling affair 10 years after he retired i needed something to do so i picked up this paper and in this paper i see in there play lawn bowling in san francisco golden gate park ever since then i've been trying to bowl i enjoy bowling a very good support and good experience most of you have of of all love the people's and have a lot of have a lot of few minutes in mr. mayor the san francisco play lawn bowling is in golden gate park we're sharing meadow for more information about the club including free lessons log. >> i just feel like this is what
i was born to do when i was a little kid i would make up performances and daydream it was always performing and doing something i feel if i can't do that than i can't be me. >> i just get excited and my nickname is x usher my mom calls me i stuck out like a sore thumb for sure hey everybody i'm susan kitten on the keys from there, i working in vintage
clothing and chris in the 30's and fosz and aesthetic. >> i think part of the what i did i could have put on my poa he focus on a lot of different musical eras. >> shirley temple is created as ahsha safai the nation with happens and light heartenness shirley temple my biggest influence i love david boo and el john and may i west coast their flamboyant and show people (singing) can't be unhappy as a dr. murase and it is so fun it is a joyful instrument i learned more about music by playing the piano it
was interesting the way i was brought up the youth taught me about music he picked up the a correspond that was so hard my first performing experience happened as 3-year-old an age i did executive services and also thanks to the lord and sank in youth groups people will be powering grave over their turk i'll be playing better and better back la i worked as places where men make more money than me i was in bands i was treated as other the next thing i know i'm in grants performing for a huge protection with a few of my friends berry elect and new berry elect and can be ray was then
and we kept getting invited back you are shows got better we made it to paris in 2005 a famous arc we ended up getting a months residencey other than an island and he came to our show and started writing a script based on our troop of 6 american burr elect performs in france we were woman of all this angels and shapes and sizes and it was very exciting to be part of the a few lettering elect scene at the time he here he was bay area born and breed braces and with glossaries all of a sudden walking 9 red carpet in i
walgreens pedestrian care. >> land for best director that was backpack in 2010 the french love this music i come back here and because of film was not released in the united states nobody gave a rats ass let's say the music and berry elect and performing doesn't pay very much i definitely feel into a huge depression especially, when it ended i didn't feel kemgd to france anymore he definitely didn't feel connected to the scene i almost feel like i have to beg for tips i hey i'm from the bay area and an artist you don't make a living it changed my represent tar to appeal and the folks that are coming into the wars these days
people are not listening they love the idea of having a live musician but don't really nurture it like having a potted plant if you don't warrant it it dizzy sort of feel like a potted plant (laughter) i'm going to give san francisco one more year i've been here since 1981 born and raised in the bay area i know that is not for me i'll keep on trying and if the struggle becomes too hard i'll have to move on i don't know where that will be but i love here so so much i used to dab he will in substances i don't do that i'm sober and part of the being is an and sober and happy to be able to play music and perform and express myself
if i make. >> few people happy of all ages i've gone my job so i have so stay is an i feel like the piano and music in general with my voice together i feel really powerful and strong together we can support your children. it's been my dream to start is a valley school since i was a little girl. i'm having a lot of fun with it (clapping) the biggest thing we really want the kids to have fun.
a lot of times parents say that valley schools have a lot of problems but we want them to follow directions but we want them to have a wonderful time and be an affordable time so the kids will go to school here. we hold the classes to no longer 12 and there's 23 teachers. i go around and i watch each class and there's certain children i watched from babies and it's exciting to see them after today. the children learn how to follow directions and it ends up helping them in their regular
and it is good in my mouth pretty amazing. >> ♪♪ ♪♪ ♪♪ ♪♪ ♪♪ ♪♪ i am the executive chef i've been here as a chef at la concina since 2005 reason we do the festival and the reason we started to celebrate the spirit and talent and trivia and the hard work of the women in the la concina program if you walk up to my one on the block an owner operated routine i recipient it's a they're going to be doing the cooking from scratch where in the world can you find that >> i'm one of the owners we do
rolls that are like suburbia that is crisp on the outside and this is rolled you up we don't this it has chinese sister-in-law and a little bit of entertain sprouts and we love it here. >> there are 6 grilled cheese grilled to the crisp on the outside outstanding salsa and a lot of things to dip it knocks you out and it's spicecy and delicious i was the first person that came here and we were not prepared for this every year we're prepared everybody thinks what they're doing and we can cookout
of our home and so the festivals were part of the group we shove what we do and we w we tried to capture the spirit of xrifs. >> and there from there to sales and the hard part of the sales is 250 assess our market and creating a market opportunity giving limited risks and sales experience to our guys and