tv Citizens Govt Bond Oversight Committee SFGTV January 13, 2021 12:00am-5:01am PST
then pound and then pound again. when connected you'll hear the meeting discussion but you'll be muted and in listening mode only. when you're item of interest comes up speak clearly and slowly and turn down your tlvgs television and radio and you can submit your written comment and it will be include as part of the official file. the meeting is recorded and will be available at sfgovtv.org. would you like me to call roll? >> please. [roll call]
comment call 1-415-655-9782 conference i.d. 146-921-9782. a system prompt will indicate you have raised your hand and wait until it indicates you have been unmuted and you can begin your comment. please note you have three minutes. i'm checking the attendees and callers' list now. i do not see hands raised for public comment. would you like me to move to item number 3. >> yes. [ [reading item] >> put us to approve the minutes
as is. >> second. >> if you can just state your name. >> sorry, timothy mathews. >> thank you. i'm go ahead and call roll for this. [roll call] i'll go ahead and take public comment. members of the public who wish to provide public item on the item should call 1-415-655-9782 access code 146-921-9782 then
pound and pound again. if you haven't already done so please press star 3 to line up the speak. the system prompt will indicate you can speak and please note you have three minutes. checking the attendee list now for callers. >> there are no callers. item 4. [reading item] we have joe tin on the line. i'll press in the presentation role. >> thank you.
it is working can you see my screen? >> yes, if you can expand it we can see better. >> perfect. you're set. >> thank you. good morning, item chair and members of the committee. i'm joe chin public works program manager for the 2016 safety bond program. i'm here to give an update on the program and joined by members of the public works project management team and department representatives in support of the program. i'll go over this and the last
presentation was over a year ago. this first slide provides an overall summary of the funding allocation for each of the six bond components. the total approved bond authorization amount for the program is $350 million for three departments allocated across six components. public health, fire department and supportive housing. the $350 million, $270 million have gone to building 5 and community health center and two san francisco fire departments and the neighborhood fair station and $20 million to the homeless service site component. there's been three bond sales
with the third and final bond sale finalized last month in the amount listed and additional progresses have progressed from design phase or construction completion. 14 of 19 core projects remain active. three projects have been completed, five currently in construction and four projects in design. on the community health center components by next month i expect to have all three health center projects to be in construction. the southeast health center starting construction in may of 2020 and the latest project to complete bidding an award for the target construction start date of january 2021. on the facility project the new facility is 95% completed and the target completion of january
20, 2021. on the homeless service site construction the construction of the facility family shelter has also started and completed in the past six months. as mentioned earlier, the program has completed three bond sales to date. the third bond sale completed in november will be the last bond sale fully funds all bond components. the first was in $103.1 million in 2017 and the second was $49.9 million completed in june of 2018 and the third bond and final bond sale was in the amount of $126.9 million. the challenge to be the same as items tracking since the program started. however, i do want to spend a few minutes talking about the new [indiscernible] which is covid-19 related cost and time impacts. since the onset of the covid-19
contractors had to make adjustments in the field for new safety protocol by the various health ordinances and masking protocols, social distancing requirements and safety officers etcetera. the time and impacts are still be evaluated by public works but many contractors have started submitting additional costs related to these requirements. some project schedules have also been affected due to procurement and shipment delay due to supply chain impact and lack of availability of trade labor resources. the overall products have been favorable fortunate with few covid-19 test cases controlled and have limited impact on construction activities.
the next few slides will be more focussed on detailed updates on each of the bond components. the overall project remains the same expenditures is currently $75 million. i.t. infrastructure has allowed construction to start and public works have been focussed on completing the r.f.p. receive to collect the contractor based on combination of qualifications and cost criteria. they will be the general contractor tasked to deliver the construction of the next projects. the delivery method was also chosen over the more traditional lowest price of remodel because of the complexity of the project in building five and need to coordinate projects within one occupied building.
and the target is to complete by first quarter 2021 and will allow the public health lab and location project to start the main corruption scopes. there's recent construction photos of the rehabilitation department project with the phase 1 project. c the budget of the slide only represents the geobond funding portion as the project has also leveraged other fund source to balance the project.
the location is in district 1507bd construction of a now -- 10, and a new health center adjacent to the existing health center and issued seven months ago. recent completed activities are site grading and foundation piles and the next few months the project will be focussed on completing the building foundation steel structure erection and getting it ready for next summer and start the interior build out. the community health center component is focussed on two comprehensive community health center projects including seismic retrofit and interior scopes and the maxine hall and the center in district 8.
we completed the major structural improvements and squarely focussed on interior build out and including frame, dry wall, various plum, mechanical, electrical and insulation with an execution date by second quarter 2021. and there was a completion of bidding and targeting construction by 2021. the project consists of a single construction project. this is progressing well with completion around 95% and targeted completion also by 2021. at the bottom of the slide are recent construction photos of the project we're exciting to see the rendering of the project become a reality. the right is a compute rendering during design whereas the center
image is a recent photo of what the building looks like today. the fire station 6, 12, 21, 38 and to mitigate the seismic challenges and the team was able to start construction in july of 2020 on five of the six five stations with the project is targeting for completion 2021 and the team will start bidding in early 2021. you received packets separately because it includes the removal and rebuilding of a new replacement host tower.
and on the homeless service side component there's three scopes being tracked. design, construction at third street the centralized administrative office for hsh and the client access point. two the building improvements at adult shelters at pole being and fifth street and golden gate and third is the design and construction at mission to become the new office and service space for the san francisco homeless outreach team. the team started and complete the life safety improvement at golden gate phone as the hamilton family shelter facility and the other shelter sites will start by first quarter 2021 and design starts have been delayed by the pandemic which has put everything on hold for a while. there's a project managed by hsh
staff and construction started in march of 2020 with a target completion of december 0221. -- 2021. then the next and final slide is a detailed summary of expenditures for all bond components. that completes my presentation for today. my team and i will take any questions you have. >> i'm the lead liaison and thank you for the presentation. i'll tay what i have to say about the bonds and there's incredibly hard for us to govern
because there's so much going on across all these different projects and i always as you know i calls compare it to the s.f. general rebuild where you could track it. fit seems confusing it is. and hard to govern. the other thing that makes it hard to govern but an opportunity is the fact that bpw is the contractor and the service provider on behalf of the three departments and public health, fire department, housing are all the matly response i am for the success of the this those departments also have their governance committees and i'm sure are doing their own due
diligence probably from a different lens that's why i ask if there's anybody in this meeting from the department that can talk about and what i want to know from their perspective are ti delivering on the value they'll give to voters and an effective and efficient use of funding. i'm not how to handle that in a non in person meeting. but is there anybody here from the fire department?
>> i see cathy johnson, department of public health. >> gret. -- great. >> is she on the link? >> on my screen she's in the middle. >> cathy, did not know we'd ask her to say something. sorry, i forgot to ask. >> good morning. i don't know if you can hear me or see me at this point. >> we can. >> we can hear you, we can't see you. >> well, i see you. i am the director of facilities and capital projects for the department. i help manager the scope and project managers with joe and the oversight commission is the
oversight body joe and others report to on the quarterly basis which has the actual oversight for the bonds for the department of public health and you may want to expand but i generally don't participate in those meetings. i'm sorry i can't be more helpful. >> are you comfortable with where the status of the projects are. >> we work with joe and the team closely and we're moving along, yes, we're trying to get these things done and hopeful -- i'm only responsible for the primary care projects which are the smaller about $50 million of the bond. i'm pleased that we are nearing completion on one and moving quickly along on the castro mission will start. i'm happy about that. >> thank you, cathy.
sorry to put you on the spot. >> that's okay. >> anyone else here from public health? is anyone hear from the housing group? >> no. >> i'll assume that's not -- well, thank you. >> we'll coordinate better on this point. overall, i'm happy with the bonds as they are. i do want to ask joe to talk a little bit about what we as a governance committee should be looking at the impact of the last nine months generally on some all bond programs and we
had a conversation about that and a couple things to keep top of mind and from the projects themselves, this is where i thought it'd go in the situation we're in. i think i just lost joe. >> i'm here. >> okay. >> i think my picture's frozen but i can still hear you. >> any comments on how you think the pandemic in the last nine months will affect the bond programs? >> thank you for the question, member chu. covid-19 has been a very challenging item that's impacting all projects particularly in the construction industry. initially there was some confusion with what are essential projects and the subsequent health ordinances that came out clarified that point.
since then the majority of public works projects have been deemed essential and some of the costs and schedule impact that's going to be admitable, this is not something that people or contractor has expected wen they signed on to work on the project. there is an on a slight positive. the fact that a lot of the other projects in the private industry or private sector has slowed down and put on the back burner or shelf temporarily. i've seen an increase in interest in contracted bidding on public private. on the last cash emission health center project when we did the first and rewe -- we saw over
six bidders on the project. that's a positive. that's better than a year ago when we were trying to scrap by trying to get three contractors bidding on the projects. >> that's the end of my report. i don't know if anybody has questions for joe or the program. >> i have a quick question. >> can you hear is the >> hello, brian. welcome. i have you down. >> timothy here. i'll look forward to the report on covid-19 delaying
construction and the actual projects themselves. i'm curious have the finance folks looked to refinancing what has been left -- >> can you hear me? >> okay. thanks. >> who has that information? joe, you don't do the financing side but we occasionally talk to the financing people. good i see someone from o.p.s. i think rashal is on line. maybe these are questions better directed to office of public finance. >> this is peg. i will say, yes, we have done summary financing and can't comment on it generally but we can at a future meeting bring
back a more complete report on the refinancing that has been done to make advantage of the market situation. thanks. >> thank you. >> i have a question, christen. joe, on your second to last slide on the home service site that you talked about some of those construction projects are delayed because of covid. >> i apologize, my connection is atrocious and keep cutting out we keep doing bonds and will continue to check the market conditions and based on our outstanding bonds to see if there's funding opportunities
for our fund policy and we re-issue bonds and we're preparing to do so in 2021 as well as other years. >> joe, if you you're still here and can go to your slide, i think the second to last slide in the presentation on h.s.h. >> can you hear me and see the screen. >> i see the cover slide. >> so a slight delay. let me reshare. >> i'll throw in my editorial comment. given the number of people on the streets suffering and in need of h.s.h. facilities, i'm concerned in particular this area has been delayed due to
covid construction constraints, which i understand of course, but just hopeful you have an e.t.a. on when that might start up again. >> can you hear is the -- hear me? >> yes. >> thank you for the question. the projects that are part of this bond program for the homeless site the only two projected were fifth street and pole being -- polk street we were focussed on deferred maintenance type work and the reason why during the pandemic some of the work was held back because the facilities had to be cleared out because of some of the outbreaks of covid-19 so we were asked by the planning
department to at least play by ear until things calmed down a little bit and then in the last two or three months we start the project and starting to design right now for or working on the design priorities with the client department and we'll be focussed on starting design early next year. >> that's good news. thank you. >> i think we're done. >> thank you. >> i'll move to public comment. >> this is brian.
can you hear me all right? >> yes. thank you. >> on the rigor report on page 6 under rehabilitation department relocation, it's indicated they'll be submitting covid-19 related impacts. i'm sure you'll get lots of them and to all the capital programs are. we discussed this at the last meeting have you guys been coordinate the city attorney's office because it looks like a lot of departments will be having this issue and may have a unified approach to the covid-19 delays in particular. there's a lot of money at stake for sure and if everyone's
trying to take different [indiscernible] separately the odds of getting the best deal are diminished. and there's a potential of claim and actual. have you had that? >> sorry, brian, i think i lost you. >> you had a claim on the rehabilitation section from the contractor saying you'll be submitting covid-19 related claim impacts. have you been in contact with
the city attorney's office to make sure there's a unified approach from all department in dealing with these. the 2014 road improvement bond we discussed were getting the same kind of thing and figured most capital projects are and it's best the city develops a unified approach with the city attorney with these claims have you had contact with them, the city attorney that is? >> thank you, member larkin for the question. you're right. we do see this as a global issue that we need to address to have a unified and consistent response to contractors so we are very much in contact with the city attorney and public works construction management team to have a unified response that addresses similar cost issues that come up from the contractors so we are working closely with city city attorney
as well as our internal public works staff to make sure we have the same response, consistent response to for all projects. >> great, that's going to be a large exposure throughout the city and it can wind up being a lot of money one way or the other. can you tell me who in the city attorney's office you're working with? >> sure. most construction related issues we work directly with one of the many city attorneys on the construction team. >> say her first name again. >> y-a-u-r-y-a. >> that's a good response. sounds like you're on top of things. that's all i had. have a good holiday.
>> members of the public who wish to provide public item on the item should call 1-415-655-9782 access code 146-921-9782 then pound and pound again. if you haven't already done so please press star 3 to line up the speak. a system prompt will indicate you have been unmuted and you can begin to speak. please note you have three minutes.
>> and item 5. [reading item] i'll naes -- pass the presenter roll. >> thank you, mary. my slide will be managed by a colleague. we'll bring that up shortly. good morning commissioners, chair, commissioners, chair chu and the other commissioners. i'm charles higeura the acting director of project management for public works. i took on the role july of last year and before that was the
earthquake safety response program manager beginning with the bond program in 2010 and program in 2014 and now what i'm sure you know is the most recent iteration of the bond passed in june. as you could well expect both 2010 and 2014 are nearing 100% completion. there are some projects, major projects that remain and those are ones we'll discuss or describe to you here in this presentation. there are a variety of different city departments that are beneficiaries of the bond programs. most specifically they pertain to public safety or first response missions. so certainly the fire department, police department and the p.u.c. in their operation of the emergency fire
fighting water system also previously known as the auxiliary water supply system, awss. we have also delivered project por the med -- for the medical examiner and delivering a project of substantial importance which is the new fire boat station at pier 22 1/2 and we'll be presenting that component will be my manager. system and almost unique in the world as a fire fighting water system developed as a consequence of the 1906 earthquake installed in 1913.
and honestly was falling on to disrepair until the use of programs came forward and began to underpin and improve it so it's a reliable system and now going forward we're mainly oriented to expanding the capacity of the system to provide emergency fire fighting water throughout the city at a level of parity across the city. fire station 35 is that project i mentioned earlier the fire boat station. that project is somewhat more prominent in people's minds now that it has arrived in pier 22 1/2 where the work will be completed, not to steal thunder from my manager. but the police project is well on its way towards completion in 2021.
it is again an exceptional facility. we're happy within the context of our bond programs we're rendering what i call generational facilities. once in 50 or 75-year duration first halves that should continue to serve the city very well as their predecessors did before it became necessary to replace them. as we're going forward and as a mentioned, both bonds are nearing their completion. it will then allow us to refocus our attention on the work to be accomplished in the next bond easter 2020. we have appropriated all that which we intend to spend in regard to both the bond. these are 2010 and 2014 and we'll talk about how that occurs in in delivering. issues and concerns are budget, scope and schedule. those the parameters we as managers focus upon and really
work and then there's covid. most of our projects have been well underway since covid emerged. they started before covid debuts in march of this year at least in terms of practical impact of projects. we are seeing increased costs around conformance to the health officer's directors on protocols and practices to ensure the sanitized state of site and in the work profession. -- process. we'll see more emerge among different projects and some
other projects currently underway. so what i'd like to do here and hope he is on the queue here. the public safety building and police headquarters, fire station number 4 and venue fire station 30 in the arson task force was finished several years ago and is basically in full operation and work well for the functions we housed in that location. not much to be said about this at the moment. and if my manager is in the queue to talk about neighborhood fire stations.
>> good among committee members i'm sherry katz. the first project national garage door, that project is now complete. that was completed over the summer and that addresses everything for me on the slide. i'll send it over. >> thank you. good morning, commissioners. so my portion to report to you on this slide is fire station 16
and fire station 5. both completed and both achieved completion and there's not much to say about it. they're fully operational and used by the end user. i think this is mixed between me and sherry. pier 26 project reached substantial completion in september but we are now trying to get the final completion this month and done in january and that will be followed by financial completion and close out.
fire station 35 is a crowned jewel and interesting project getting a lot of attention. it made an impact when delivered to pier 22 1/2 on december 3. it was very exciting. it has covering from the press and everyone was super excited. the project is trending a little bit behind the schedule and this is mainly due to the pg&e and point of connection that has been revised. we're anticipating the move in in spring 2021. i'll now transfer it back to you.
>> thank you >> starting with fire station 31 generator. the project is closed out. next is the [indiscernible] about 95 complete with the punch list. fire station 2, generator. we had a conference for fire station 2 and a good turn out and the project is due january 6. >> great, before he launches his presentation, i want to underscore the scope of the neighborhood fire station bond
program and both bonds range from critical essential elements of any fire station like emergency generators, like the apparatus all the way to very large significant projects like station 35 or replacing stations five and 16. the span of what there is meant to ensure the readiness of the fire department to deploy personnel and equipment and calls for service. i quantity to under score that. i'll ask the p.u.c.
is there someone on the line? >> okay. >> are you able to hear me? >> i'm able to hear you now. >> okay. what i was explaining is the projects this is the fifth of five facilities projects the other four had construction work completed. this will not end december 2020. it will move out into 2021 as we finish up some items. one related to pg&e service to the building and another to an exterior sewer line we discovered that needed service to the building and some of the improvements within the
building. these projects are combined funding from easter 2010 and 2014. what we're working on at the moment is moving all of our expenses out of user 2014 as needed to zero out user 2010 and hope to have it done in january 0221 with all the -- 2021 with all the accounting steps we have to and user 2021 should be closed out next year but the project will continue several months. there's a large contract with several city departments being performed on caltrans property on 19th avenue. we have pipeline that will be
replaced from 12 inch to a new 20 inch pipeline. and that's to help improve water flow to the area. the supply project will introduce new water sources into the efws. we're just weight for notice to proceed. the contract has been approved and expect that in february of this year. we are in construction right now on lock street and we're partly done the bulk by january. we had orders for spine the city was -- pipe the city was intended to deliver and was not able to so once that is that
will move ahead and we'll extend the completion date of that bond particularly for the 19th avenue work beyond the september 2020 date which we have not done yet. >> thank you, david. the next component is managed by magdelana ryer. >> thank you. there's three contracts and one renovation achieved substantial completion and another completed.
we are nearing final completion on these two and in the tenderloin we're still a few items away from achieving substantial completion. we anticipate to have it possibly end of december but we'll see how it goes but likely january, february next year. this work is all done and the client has the renovations performed at all the stations and this will be followed up by financial closeout. the office of the chief medical sxhan did examiner was in use in
2017 and we can only hear good news about it how happy the staff of the chief medical examiner are with the new state of the art facility. the one item is meeting the specifications. we had to appeal a few points to credit and as soon as the new sensors are installed we'll submit it to cgobocm and we expect to be granted lead gold certification for that early next year. >> michael rosetto. >> good morning.
public works management for forensic services division facility. this project will house various units from the police department. the traffic company currently at the hall of justice, csi at the hall of justice as well and the crime lab portion of forensic services division at the hunter's point shipyard. they'll all move into this facility along with a presence from the real estate division who will own the facility on bow half of the city. we're about 30 months duration for the project and anticipate substantial completion ang -- and fall and progressing and the metal on the lower side has
enclosed the perimeter of the building. court construction is the cmgc for the project. it's about three-quarters of a laboratory facility. quite complex on that front and for that reason this contract is somewhat unusual in that not only is it cmgc but the design contractors or builders from mechanical, building, electrical, low voltage and the exterior envelope. quite an interesting project where we have h.o.k. working hand in hand with clark construction and their design builders. i'm pleased to report the relationship has gone quite well. the project is not without its challenges. paramount amongst them is dealing with pg&e. the project is currently on
schedule however, challenges and risks are still ahead much us in getting delivery of permanent power and gas service. other than that the project has experienced cost impacts due to covid-19 outbreak and we are managing that and working with the contractor to tighten up we feel is required as a public health directive opposed to contractor initiated reaction to the directions. that's all i have. >> thank you. and one thing i didn't state at the outset which i'm sure you heard before is a major challenge to the delivery of our projects is pg&e i'm sure you
read the difficulty in their cooperation and often the resolution of the pg&e requirements or commitments to the project are not understand until the very end of the project. it does cause unnecessary stress constraints among all involved. i imagine in some parts some staff of pg&e too but it's a problem that persists. i don't see personally any abatement but the tendency to not receive the best collaboration and cooperation from pg&e. what we do is we do everything we can. we involve whom ever we need to involve to impress upon them the importance of projects especially projects like these.
first responder facilities can't have delays and we continue to fight the good fight and we have meetings to get pg&e to play ball with us. there's present on nearly every project we have in our portfolio of projects. i wanted to under score that point because i missed bringing that forward for your understanding. you probably heard it before but until it abates and becomes a much more collegial environment, we're going continue to struggle with them. so the current slide you're seeing, as you can see and mentioned at the outset, both
bond programs are nearly specially complete and we're at 95% expenditure against appropriations. in regards to 2014 we're at 95% and some percentage less than that in large part due to the fact the major projects involved with curnly -- currently for the police and fire are still well underway towards completion in 2021. as we near 2021 we'll see the expend you're against appropriation rising dramatically the major projects the substantial portion of the
bond will be completed by spring to summer of 2021. this concludes the presentation. the rest are general summaries of both bonds. so thank you very much commissioners and we're happy to take any questions you may have. >> i have a question question for michael. are you there? >> yes. >> i got lost there when you were talking about the contract relationship. did you say it was clark construction? can you tell me more how that works or who those subcontractors are? do they have a team of subcontractors they usually work with?
and can you clarify what you mentioned about how this contract relationship is different do they award the contractors to something the city typically presents on the projects? >> so when we issue the r.f.q. the mechanism was a cmgc contract. in dissatisfaction to that there was a requirement for what we called design build core trade subcontractors. >> sorry? what is a c.m.g. contract? >> construction manager/gerl contractor. that's bringing a general contractor on board early in the design phase of the project to gain from their expertise as
builders to zbied -- guide the design team and consultants. >> like a design team? >> part -- that's part of the process. every builder has an opinion on the best way to build things and the builder may agree or not agree with the architect. the contract tries to gain efficiency to bring the builder on for their expertise to guide the documents and save for confusion down the road. that's the intend. -- intent. this project was enhanced further by bringing on the increased knowledge of
contractors for certain trades, mechanical and plumbing in this case southland industries, electrical is rose and lee electric and low volt age is a company called wps. they came on through a bidding process for the construction services and joined with the architect to coordinate and collaborate and complete the design. this project was greatly challenged from a budget standpoint. we were able to go through several design rounds with these contractors to try to make their own systems as efficient as possible.
and where to cut costs without sacrificing programs for the end users. and we've achieved that. this is a contract mechanism to pull in the industry to shape the design. >> are there concerns having the general va involved in forming the scope of work interfears -- interferes with forming the package? >> other than those core subcontractors i listed, the remaining trades for the project are still bid in the traditional sense. there's many bid packages that have gone out. as a matter of fact, we're not
done bid ought the project. we're at about 99%. there's still site work we're bidding out. the general contractor clark construction is still forming bid packages that they bid out for specific scopes of work. it's just a core trade subcontractors who came on board early and really became part of the design team and contracted the construction. >> i'd like to under score one particular aspect worth noting which is the trade contractors are guided by initial design criteria and standards that are defined by the city for the elaboration of the design and so it's not carte blanche but the city indicate the basis of the design for what is to follow under their development.
we maintain vigilance to maintain the outcome is one we seek. the contractors had to bid against a set of criteria document were developed by the architects. and their consultants. that's the benchmark every decision is made to. checking to ensure everything is in conformance with the early established criteria. that answers my question. thank you. >> do we want to have questions from anybody else or move into the liaison report?
does anybody else have a question? >> this is lauren. and while we're on the slide, michael, any comments on the additional funding sources for that deficit? are you feeling confident that will be plugged by the sources that you all have been discussing for probably at least a year or two now. are you those still holding in your view? yes, some funds have been transferred to the project and working on the remaining funds. >> i want to thank charles and
his team for today's presentation. before i give my short report, i have eye couple general questions and this pertains to all the bond programs with covid. can somebody give me one or two specific examples on how the cost increase due to covid in a way. you have to buy masks or something. is it -- when you say a project, is it safe an area on the site that perhaps a dozen people were working on pre-covid and now half a dozen can work on and give us examples on material cost increase for san francisco cost construction due to covid if somebody woul. >> michael, talk about the covid on thed. >> michael, talk about the covid on the [indiscernible].
>> can give a couple examples. for example, you hit on one of them already, there's a need for the construction crews to exercise social distancing. that by nature makes the construction process less efficient. keep in mind the size of the site is almost two acres and it's quite a large site and there's construction activity and not just the main three-story building in the image there. there's a vehicle storage area and different facilities across the site. clark construction brought on [indiscernible] to oversee the covid compliant activities and try to rework and reschedule activities to make them as sufficient as possible while being compliant. so there's costs with the
increase, employees coming on board. and for the project it was a bell curve as people were learning how to work with the new restrictions and increased costs and people have learned more the costs have come back down. specifically removing other employees as tay were brought on board and there's the costs for the employees. there's two employees under clark on the project that are sterilizers. they're going around the entire site all day long and sterilizing tools. we have had many cases of positive cases of covid-19 on the project. there's been a spike over the last month, i think we had four cases over the last month and probably four before that.
it is something that's real. there have been days where portions of the day construction was closed down as clark dealt with the reports of a worker testing positive. then there's the supply chain. there's materials in greater demand. those are slower sites. though we have not experienced or been informed of any schedule delayed. there's certain challenges ungetting materials to the site. >> -- in getting materials to the site. >> it's governed by a critical path which are a series of activity must occur precisely according to a particular time or time frame in order to not
extend the delivery of the project. we have not seen impact to schedule based on covid. we have seen abundant request for cost reimbursement on the variety of things you already acknowledged, masks, disinfectant and additional wash stations and much. we anticipate seeing some requests for cost reimbursement. what i considered yet to be proven impacts of adhering to protocols such as putting on and taking off masks. things on the face that seem innocuous an don't occupy a good deal of time but e-bing to -- but beginning to' -- emerge as
the washing of the hands and putting on the mask or stopping to take temperature. you add those up and they become real time and across hundreds of workers across weeks and months it can become a real cost but we're not seeing the reasonableness of some of that because it's all taken in stride and more to the point, we've not seen actual claims for delay in the delivery of our activities of particular work especially as they occur on the critical path. there's a long road to hoe in how we see the covid claims emerge and address them based on there. >> thank you. very interesting. it goes it brian's point earlier about all city depending
coordinating through the city attorney's office to make sure the city has a unified response. that's very interesting and helpful. thank you. last general question. i did notice with the 2020 authorization we all approved there's an issuance coming in 2021 only for $65 million. it's only about 10% of the amount voters did approve for. i was wondering why it's so small if you're still on the line. >> i'm still on the line. it's for $85 million not to exceed amount. we are working closely with charles and his team to issue an appropriate amount for the first issuance we know we can spend within three years and expect
them to be tax-tempt bonds. because of that the irs has certain spending requirements once we issue the bonds. we want to adhere to those. there are bonds anticipated to be used for acquisition of a property and the details are still being sorted out and once we have a plan we can move forward for an issuance of a more substantial amount. it's what we need at the moment to fund the project to get underway quickly. i'll let charles speak. >> that's a fair summary. the neighborhood fire station
component which will produce the single largest project in the bond the fire training facility replacement for the first half that exists on treasure island not part of the original bond sale because the site has not been secured completely. so we've only stopped monies for initial planning and for reimbursement of t bond expenses. had we secured the site already you would have seen it two or three times as large as the sum you see now which is the $85 million. also the p.u.c. is spending on you down on bond funds so there's not an immediate need for large sums for their purposes but in the second bond sale i expect you'll see a much
larger number that would be inclusive of both the p.u.c. and the fire training facility project. >> thank you. my report i'll make brief. i'd like to thank charles and his team for a tour of the facilities where the upgrades and i did tour the new chief medical examiner site trying get gold leaf status and it's an impressive building and it's not something we always think about but if you have a loved one killed in an accident you'll care with the corpse goes and that's where it will go. it's one of the top facilities in the world now and san francisco can be proud we did
get something for our money with that. it was a very interesting tour and a lot of important work for public health and the city goes on there. i toured the public safety building the new s.f. p.d. headquarter a police and fire station replacing the brick building a nice building and functioning well and a good environment for s.f. p.d. to be operate in and city wide events and the command center was impressive and up to the task from my eyes. i toured three district police stations upgrading from bond
proceeds the central station in north beach and one other. i have a question question about the bay view station. the generator installation was still in process. i'm wondering if that's been completed and now operative and if bay view's water intrusion issues have been resolved? >> i'll have the manager on that work speak on that. >> it's been pretty much completed and there's some minor bunch list items but otherwise operational. >> they don't have water intrusion issues? there were some when i was there. >> i'm in the far lar with any issues that were brought to my attention that would warrant our sending the team to fix it.
i can check on that. >> i can follow-up. and to charles' earlier point about pg&e and changes and things like that. a question about the generator was the technician was about to pull the trigger and operative once new regulations came tout to change the way they're doing it. i sympathize when we're trying to get projects to the finish line and there's new criteria. and to say the station is being held together with duct tape is not too much of an exaggeration. we need to rebuild it and i must commend the captain of the station for the efficient and upbeat atmosphere with everybody working hard in conditions that no one on the phone call would
want to work in so the faster we can get that facility rebuilt the better. i toured fire station 16 in the marina and that contrasted with fire station 3 in the tenderloin which i also toured the busiest fire station and deemed by the city to be a -- -- potential collapse hazard and i did say please don't let there be an earth quick right now or we'll all die and the busiest fire station hasn't been rebuilt and i can't emphasize enough getting the bond proceeds pushed out the door so the worse fire stations in the san francisco are torn down and replaced not just upgraded. that's where the age of our city
shows itself. i want to say i appreciated the time the dpw staff and sfpd and fire department staff took to explain and what they've done and why it made a difference and improved the working conditions of our first responder and the efficiency and safety in doing their job. thank you for the tours and thank you for today's presentation. >> do we have time for one more question? >> of course. >> a quick one.
on the report on the office of chief medical examiner there were problems getting the gold certification, the gold lead certification. what's the advantage to getting that and the advantage to the city to getting that certification? >> it's in the contract language. >> what's the city ask for? >> sustainable design and construction and support in the best interest of the end users and environment of the whole. that's why we do support and champion building sustainable
buildings. >> and i'm not questions the idea of sustainability but in my feelings with the lead certification come close to 20 years and some criteria were like well, is it near a bus line. well, everything's near a bus line. it wasn't indicative of sustainability and they may have updated some criteria that are more relevant to sustainability and that was the genesis of my question. the city's asking for something where the benefit of getting the certification is nebulous as far as real affect of sustainability. like i said, my familiarity with
the process is dated so i'll defer to the city's judgment. >> if you want a second appointment i'd be happy to walk you through the new version issued for the lead requirements and ensure it makes sense and for the betterment of the people working in the buildings. let me know. >> i have an interest but i think i'll wait until the current emergency passes further than it is but i appreciate the offer. >> there's a platinum level and speaks to a better working environment separate from lead is the notion of net zero
buildings which effectively means the building generates it's own power. we're not expected to accomplish that but i suspect in the coming years, net zero will become a standard for city buildings. >> that'd be good. >> you my support. that's all i have. >> chair mchugh would you like me to move forward with public comment? >> yes, we're finished with questions. members of the public who wish to provide public item on the item should call 1-415-655-9782 access code 146-921-9782 then pound and pound again. if you haven't already done so please press star 3 to line up the speak. the system prompt will indicate you can speak and please note you have three minutes.
the 2008 all of the projects in that bond is complete. they are open to the public. 99% of the bond interest has been stamped. we have about $70,000 left which is being leveraged for one much our projects, vernal trails in the 2020 bond and we'll close to the project in fy2021. for the 2012 bond, which is the thrust of our presentation, the 70% has been spent. projects open to the public.
so 11 named projects are open to the public as i sort of indicated. they include balboa park, gillman canyon, [listing] mountain lake, potrero. all the remaining projects are in construction in the neighborhood park projects including: [listing broadband -- [listing] there's a couple months to complexion on the majority of the projects.
the let's play program a public-private partnership where we're leveraging about $50 million that we allocated from the bond we're raising close to 11 and the target is $13 million. we raised an additional $11 million to date which we are using to renovate about 13 playgrounds. seven of the playgrounds are open to the public. six projects are either active and on schedule to be completed. some you've probably seen around the city. merced heights and oakland in the last couple months. the golden gate park panhandle opened last year and washington
square are open to the public. active projects are ongoing. one is in construction as we speak. another is in construction, one is in design and so is the stone grove playground. this is a really important model that we're trying to adopt where we are able to leverage over 100% of our bond monies to stretch the dollars we have in order to [indiscernible]. this is our community opportunity fund. our project fund. we have 19 projects completed.
this is a program that is back by popular demand where we sort of worked with communities to nominate projects. we used this to build constituency around our projects and it's highly popular. some of the highlights either complete or in construction is the [indiscernible] essentially complete. we're working and waiting for the [indiscernible] project could be open to the public in general. the building attendance is scheduled to be complete the remaining projects in design or in construction bay view and
others. it's an important project that allows us to build constituency around our project. the other popular program we've been successful at we finished all projects with the water conservation program and happy to announce and we're proud of this achievement that at the end of this water conservation program we would have saved over 1.1 million gallons of water every year through this program. some projects include washington square and the plaza and the
trails is another part of our program. we're continuing to make efforts in the program where we continue to address the backlog of the program. the next series of slides are before and after pictures. this the mcclaren group picnic open to the public and a project in my neighborhood. this is before and it's a great project in mcclaren park.
this is part of the let's play s.f. program and before and after that opened a couple weeks ago to the general public marketplace -- public also. and hayward is before and after. this is the biggest neighborhood park project closer to $70 million worth of improvements. truly transformed that site. we're able to take the existing uses in the park and rearrange it to maximize open space and improve the playground and fields and modern building that is available to the community for numerous programs. the playground one of our
neighborhood park projects this is open to the public and in the tenderloin where we're seeing at the park that is open to the public. looking forward, we are in the throes of wrapping up the 2020 bond program and all the projects and programs scheduled to be complete at the end of 2021. including programs at mcclaren and other projects. we recently passed and allocated another $239 million worth of improvements.
and building upon the successes of the 2008 and 2012 programs which a combination of the neighborhood park projects and programs. it's highly successful. we continue to build upon that and the slightly different thing we're doing now is a project criteria called project readiness and none of the projects like you see especially the named projects either in an advanced stage of design and
mitigate risk. we have entitlement and community engagement associated with the projects such that when the bond sale is approved we're able to [indiscernible] projects immediately. and turn it over to shannon there are the rest. >> i'm shannon and i'm the lead and i'll be speaking to the waertd -- water front park. you can see 10 water slide park funded from 2008 on.
there's six projects with fund from the 2012 bond. they currently span the variety of stages as shown on the slide. the second is the park on this project is actually composed of three separate parks. the park itself is complete and open to the public on september 30th. the second component is 19th and georgia vote. that's currently under construction and you can see that listed on the slide under construction and the third component is a restroom in building 49 in design and environmental review. the project is in the standing stage. there's a conceptual design
study. if feasible willing seek funding for construction and design advance. the park is a water front park at listed here in design and environmental review. the project has been combined with for construction advertisement and then the construction for mission bay ferry landing andal ta vista park is parked for 2023. it's a revised construction schedule due to funding constraints. the pier 27 public arts project is underway and the selection process nor project this summer in 2020 and anticipate installation of the art in
february 2023. construction is anticipated to begin first quarter 2021 and i mentioned the georgia street project is the third or second component of the project and so that is currently under construction as well. this slide shows the schedule for the project and all three components of the park project will be completed in 2021 and the art project complete in early 2023 and alta visita park by early 2024. i'm happy to answer any questions.
>> thank you for the presentation. shannon, i don't think we've had an opportunity to really talk. i'll be looking forward to speaking with you in the coming weeks to dig more in depth on the port. as far as my report when it comes to the park you can see where money's going on the bay view park is my neighborhood park put into good use as it is now on a daily basis as a way to step outside for my girlfriend's children when they were in school and that was their p.e. the parks are an important part of the city of san francisco.
sometimes have you no back yard and front yart and the city's any back and front yard and i can step outside to the beach or trail. unfortunately, right now dining out is limited. mcclaren park. i looked at that park when i was first appointed as a liaison and very much like the picture but had the tape up and caution tape because it was under construction and it had the completion is much improved place you can do something with dirt. ultimately, i could see our tax money being put to good use. this is a big picture look.
in my direction with antonio is the increase of park use after the renovations for example, mcclaren park as mentioned maybe up to 200% increase. nobody's using it. i think we're getting close to then of our hearing so i won't drag this out but it seems to me the investment in our parks is being shown to us much is learned from the beginning. we had a great discussion on becoming more and more effective and we've been getting more and more effective so thank you. that's all i have to say.
>> one question. may i ask a question? >> please. >> i have a question about the margaret hayward playground where is that located, please? >> it's located next to the department of emergency management. it is bounded by golf, golden gate and turk. almost like a two-city block. it's highly transformative park. to the slight right hand corner is a building and we've took the existing use to emphasize the
importance of open space and left some play fields in their relocation and rearrange to accentuate open space on the land. it's closer to turk and then have you a promenade then to golden gate. it's an amazing transformative site. >> i guess what i was trying to also determine is and now i understand, which neighborhoods does it serve? i guess it borders hague value and western addition and tenderloin. that was a big commercial busy
near van ness. is it designed for people who live in other neighborhoods to come to? or more children in the surrounding area to use the large park? >> i truly believe in as much as it is a neighborhood park, i live in the bay view and go there quite a bit. i have heard folks in the bay view that go there and it's a destination park and the scale allows it to be neighborhood focussed but the plaza itself is big enough for big open events. it's a combination. >> that's good given the budget that's nice to see people know about it who don't live near it
and used by other people. >> and to be honest, this project i've gotten more feedback from folks that don't live in the neighborhood that have passed by and said whoa, this is a huge transformation. we feed parks like this as a day in the park for families and what i mean by that is that where families can come on a saturday and be able to participate in numerous activities. we have a children's playground. we have over 10 soccer field to the north. we have a big soccer field to the west. it's really an amazing park. >> can i add something as a user of margaret hayward park as a former softball player who's
probably too old for the game. i played at the park prior to the renovation. the fields themselves were grass. they were not able to be used for the entire year and the new surfacing will abut for all -- allow for all-year use and they're used by everyone in the city, softball players and sacred heart prep assisted with this renovation. and the fields look spectacular and the promenade that connects the two sides of the park is fabulous because it used to feel it was an ominous feeling when you walked at night. it was not enticing and the fact there's a playground there is a night and day difference from the old park which felt broken up in pieces and now it's everything's connected,
everything's new and it's a gathering place for the neighborhood itself and people around the city and so i say that as i went from north beach who doesn't live directly near the park but uses the park. >> yes. if i can also add to that, this is the biggest project in our program this time around. we were able to achieve that work and being super creative. $15 million comes from te bond. we were -- the bond. we were able to leverage the impact fees north of like $8 million and $9 million and partnered with sacred heart across the street and they donated funds towards the field. we leveraged some open space
money to get the transformation done. we are realizing now you cannot rely just on the bond funds. it's important leverage the funds in order to have an impact. >> thank you. >> any other questions from any members? i have one last question. you had mentioned a partnership with the san francisco parks alliance but now that i'm scrolling back through the presentation, i'm not seeing much information about that.
can you just tell me a little bit more about that partnership. i don't know about it. >> sure. as part of the 2012 bond, there was a pot of money about $50 million that was allocated to improving some of our really needy parks. i don't like the name. during that commuting -- community engagement process we were able to identify about 13 play grounds through a task force and we realized with the $50 million allocated from the bond, we would only be able to renovate about six or seven play
grounds. so we embarked on this public-private partnership to raise another $11 to $12 million such that we can make those funds go further.mto $12 million such that we can make those funds go further.ito $12 million such that we can make those funds go further.lto $12 million such that we can make those funds go further.lto $12 million such that we can make those funds go further.ito $12 million such that we can make those funds go further.onto $12 million such that we can make those funds go further. to $12 million such that we can make those funds go further. with that effort we're not only renovating six or seven but 13. we raised $11 million so far leveraging the existing monies to being able to deliver the projects, seven open to the public >> so how does that money get raised? >> it's raised through -- our
partner organizations, through philanthropy, just donations, also the parks alliance through their yearly sort of parties. they raise additional dollars that's contributed towards this fund. >> okay. thank you. >> sure. >> i have to say this is my favorite, favorite bond to listen to, because i have 1-year-old and a 4-year-old who have a lot of energy. so this is really important to me. >> yes. >> and i visit a lot of these playgrounds as a child. i didn't see the diamond heights construction project on here. but that must be under a different category. but i think that this is a really important bond for the whole city. >> yes, it is. >> yeah. i'd like to learn more about
this and i think we should -- where is the diamond heights playground. is that in a different project category? >> so the diamond heights in this list. as you would know, we have just for big picture. we usually have more sort of need than we have resources. >> sure. >> and we'll take you through a community process. to sort of help identify the needs and ensure that we are equitably sort of spend the monies all around the city, as appropriate. >> great. >> some of the criteria could be if a particular area has, you know, two out of three playground in decent shape, it's important that we also -- we look at areas that do not have any playgrounds that are, you
know, functional. so there's a huge sort of thought process that we go through to decide projects that would be eligible for improvements. >> okay. do we want to -- do we have any other questions from any other members? should we move to public comment? >> clerk: chair mchugh, this is peg stephenson. i wanted to augment what folks have said. if people are not aware, the parks alliance serves as fiscal sponsor for many small organizations across the city, where there is neighborhood fundraising or other philanthropy going on, that's focused on a particular area or a project. so that's one of the ways they work, just to let people know that. thanks. >> yeah. thank you. i know it gets complicated to try and filter what the bond
money is going towards paneled what money from other groups like the parks alliance or the poor or other city -- port or other city funds and try and figure out -- where our money is being spent and just to make sure it's being spent how the voters approved. when it's kind of mixed into the same pot of a lot of other funding sources, is that correct? >> yes. yes. that's a good way to say it. >> what happened in that situation when, you know, if our goal today is to monitor the bond funds? are all of those funds kind of mixed together and do we need to look at the whole picture? or are they all kept separate to supplement what the bond money is being set aside for? >> feel free to opine on this. the way we look at it is your purview is to the funds that's
allocated through the bond. but i also think it's a win-win for us. if we're able to sort of leverage those bond monies and raising additional monies to be able to achieve improvements at our parks. we're very sort of prudent in the way we spend these monies. we're accountable to society and other project stakeholders in how we're spending those moneys. antonio, did you want to say anything? >> i do, toks. so cbog is focused on the 2008 and 2012 parks bond. we present the information part of the those bonds, but supplemented by a variety of
sources, general fund, open space, partnerships with the san francisco parks alliance, state grant funding. and also development fees. and so all of those sources go into these projects. so toks has mentioned margaret hayward, which included funding from a variety of sources, specifically for the parks alliance. as part of the $15 million -- the planned $15 million fundraising campaign for the let's play s.f. program and $15.5 million of bond meeting, plus the goal was $15 million of private fundraising, we track all of those sources, both in our accounting system and the parks alliance also has tracking mechanisms. and we work together to ensure that those pledges, to a specific park, must go to a specific park. so everything is -- everything is tracked as part of our city -- we have a city grant process,
where the funds have to go to a specific park. and the parks alliance is tracking that. and i think in general, when you're talking about mixing funds, we do report it on gbox. we have a bond versus actual, as well as other sources. and there's also a revenue page, which shows it's somewhat high-level grants general fees, general fund open space. it doesn't go into how many specific grants went to a specific project. we're happy to provide any information you might need to really examine these projects. we definitely track things because we're legally required to. >> yeah. and on all of those projects, we have an accept and expand provision, that is approved by the rec and park commission, that allows us to take these funds and spend it accordingly
also. >> yeah. that all makes sense. i mean, when we're talking about parks and playgrounds for kids and partners and philanthropy, it's all good. i guess what i just want to have clarity on and make sure that i understand is from the cgoboc perspective, when i take my kids to the park, i know this is the amount of bond money that was set aside, allocated just for this playground. and the voters anticipated slides, swings and trees. and everything else, which is a bonus and great, came from somewhere else. then we don't really need to look at that. but i -- that's what makes these bonds complicated sometimes, as you need to kind of understand all of different parties
involved and how they cross over or do not cross over. >> sure. thank you. >> that was my only question. i think you answered it. thank you. love that the playgrounds are open again. [laughter] that was great. >> yes. us, too. in the context of covid, we're realizing the importance that parks play for mental health and keeping families in the city. >> yes. very important. okay. thank you. do we have any other questions from any other committee members? going once, going twice. should we move to public comment. >> clerk: members of the public who wish to provide public comment on this item, should call (415)655-0001, access code
146 921 9782. then pound and then pound again. if you haven't already done so, please dial star 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 three minutes. checking the attend elicit now. just going to give them another few seconds to see if they have any hands raised. there are no hands raised. no public comment. would you like me to move on to item number 7. >> yes, please. >> clerk: presentation from the city service auditor regarding the whistleblower program, liaison report on the whistleblower program and possible action by the committee in response to such presentation and report. steve, i'm going to go ahead and pass you the presentation role.
>> great. good morning, everyone. can you hear me? great. and i'll wait until the team -- i think -- okay. the presentation is up. , go, committee member -- good morning, committee members. i'm mark dela rosa, acting director of city services auditor i'm joined today by davejensen. he'll be presenting on the key whistleblower activities and updates, with a focus on the annual report that we issued back in september for the fiscal year '19-'20. some of you probably also know that we just recently issued this morning our quarter 1
fy20-21 whistleblower update, which covers july through september. we will be reporting on that on a future session. but today we will focus on the annual report for last fiscal year. before i turn it over to dave for the presentation, just wanted to say thank you to this committee, in particular liaisons chair mchugh and member mills for your continued support and leadership and --meeting with us. without further adieu, i'll turn it over to dave jensen. >> great. thank you, mark. good morning, commissioners. i want to echo mark's thanks to chair mchugh and member mills, who we last met with on the 7th of december. we value your partnership with us very much.
right. we'll start with the first slide today. this is just a little bit of background for some of you who may or may not be more familiar with the whistleblower program. the authority for the program investigations is derived from both state and city audits. california government code section 03087. main a whistleblower program regarding it allegations of fraud or waste by local government employees. san francisco campaign and government code article 4 directs the controller to administer the program and investigate whistleblower complaints, which we refer to as reports. san francisco charter appendix f. that the controller deems necessary to complete the inquiries and reviews by appendix f. it makes confidential our preliminary reports, drafts,
studies, audits, investigation with very few exceptions as well. we would want to know note that the campaign was amended in 2008, with the changes going into effect last year. these changes expanded whistleblower protections to include contractors and place new retaliation reporting obligations on city employees. on to the next slide. for the chart, the whistleblower program is charged with investigating or otherwise resolving the misuse of city funds, improper activities by city officers and employees. deficiencies in the quality and delivery of government services, and the waitful and inefficient government practices. next slide. also per the charter, not all reports received are to be vice president-elected by the program. the charter mandates that whistleblower refer reports back to other city departments as
required, by federal, state or local law to adjudicate. complaints that may be resolved through a grief mechanism established by a bargaining unit or a contract. any allegations that involve violations of criminal law. any allegations that are subject to an existing investigation. and allegations suggesting violations of governmental ethics laws. next slide. the whistleblower staff has changed a bit, since we last presented before the committee. yours truly being one of the bigger changes temperature steve has moved on to another role within the city. and i became acting lead audit manager for the program. tiffany wong is the acting audit manager for the program. so our deputy. also working whistleblower complaints and reports that we receive are eryl karr steve munoz, matthew thomas, william zhou and majeedah wesley.
we'll go on to a review of some of our program activities for fiscal year 19-20. the fiscal year year 19-20, they received 599 new reports, which is a 19% increase from the previous fiscal year. whistleblower program has received more reports each fiscal year since year 12-13. there are several factors that can influence the volume of reports we received allege we do not attribute the volume of reports to any one specific factor. some of those factors that affect report volume can include how the whistleblower program is being publicized. the internal organizational culture of an agency or department. there are also some external factors, up as is the -- such as the economy and the current covid-19 pandemic. there is greater awareness of the hotline, or that city managers are setting the proper tone to staff and reinforcing
internal reporting mechanisms, including the whistleblower program. just as a quick aside, we did release our report for fiscal year 20-21 today. just for your among, we received 142 reports in the first quarter of this year. that report is now live on our website for anybody to take a look at. next slide, please. in fiscal year 19-20, we started with 91 open complaint reports. during the year, we received 599 reports, and closed a hundred 85. so we began fiscal year 20-21 is with 105 open reports and currently 96 open reports. next slide. the majority of the reports we receive are through our online web forum. the program uses multiple intake channels to ensure the program is readily accessible and
available to them -- in a manner in which they're comfortable. regarding of the reporting channel used. every report is assigned a unique tracking number and can be resolved as efficiently and effectively as possible. next slide. the whistleblower program closed those 585 reports in fiscal year 19-20 and did so in an average of 64 days. the program closed 464 or 79% of those 585 reports within 90 days of receipt. merely achieving its goal to close at least 80% of all reports within 90 days. the whistleblower program recognizes that if reports are not resolved in a timely manner, reporters may include their allegations are not being taken seriously. now there are a number of factors that can include a report closure time. some of those factors include the complexity of the report's allegations, the number of
allegations made in the report, the availability of corroborating witnesses and/or evidence and also the availability of city employees to work from home during the pandemic, to resolve these complaints. next slide. the 585 reports closed, over half, 318, or 54%, reached closure after an investigation. the investigation includes research for other preliminary information developed in determining whether a full investigation is warranted or possible. whistleblower program staff leads certain investigations, whereas others may be referred to another city department involved in the allegation or with jurisdictional oversight. coordinating with other departments, leverages the expertise of all involved and utilizes resources efficiently to ensure allegations are resolved in a very timely manner. management associated with the report must respond to the whistleblower program on any actions taken in response to the
allegations. each one of these responses is reviewed by a program staff before we consider it case closed. next slide. the chart summarizes the disposition of closed cases, dating back to fiscal year '16-17. not all reports are appropriate for the whistleblower investigation. having the whistleblower program is the city's central end point, -- central point for initial report intake, ensures that risk trends are identified promptly. so that the management can begin to address them. next slide. of the 318 reports closed, after investigation in fiscal year 19-20, 166 them were 33%, resulted in a department taking a corrective or preventative action. the whistleblower's program to
substantiate allegations -- to that end, the whistleblower program increased its efforts to educate employees by issuing bulletins about costly and common occupational frauds. the program has issued bull tips -- bulletins on supply chain fraud, federal activities, overtime abuse, and mischaracterized expenses. next slide. this year we also established a public integrity tip line, in response to the federal criminal charges filed against former director of san francisco public works nuru. the controller and the city attorney began a joint public corruption investigation and created a public integrity tip line to gather information related to the ongoing investigations. the tip line received information via a dedicated phone number and email address
and operated by whistleblower program staff. through the end of the first quarter, the tip line has received 60 tips. these tips are carefully reviewed to determine whether the information could be used for the joint public corruption investigation or if those tips are more appropriately investigated by another governmental agency. next slide. some of our completed initiatives for fiscal year 19-20 included closing out 89% of the 585 reports closed, within 90 days of their receipt. we did issue four quarterly reports on the status of the program activities. we presented two webinars, well attended by members of the oversight and accountability community all across north america and even beyond. one in november of 2019 on guarding credibility and the second in june of 2020, using
root cause analysis to enhance your antifraud and ethics process. we have continued our efforts to ensure best-in-class program by sharing our knowledge rhea these webinars, but also by facilitating some of the group sessions on leadership at the audit forum held in sacramento in october of last year. next slide. wanted to share with you our fiscal year 20-21 initiatives. for investigations, aiming to close out # 5% of whistleblower cases within 90 days. we plan on issuing quarterly reports on the status of the program. and we just issued the q1 report earlier this morning. some of our ongoing efforts to ensure a best-in-class program, we're currently in the process of updating our 8-year-old case management system. it will refresh our intake system and include input from a
web accessibility coordinator to ensure it's available to all who wish to use it. it will streamline and report out data, resulting in more in-depth information to include in our quarterly reportings. we're deep into beta testing for the new system and plan to push it live in early 2021. on november 10th, the whistleblower program staff hosted its annual department liaison training on the topic of conducting investigations roomed row -- remotely. thank you for attending. whistleblower program maintains a robust staff training program to learn about leading practices and fraud operations, and investigative procedures. last year -- last week we did three separate hours of training. so it's something that we take very seriously. additionally, program staff was recently asked to present a quarterly reports on the other
operational practices at the ethics commission meeting, hold on november 13th. we'll continue our webinars this year. the first one will be held on january 7th on effective investigative report writing. and we have yet to schedule the second one. but if you would be interested in joining us for that session on the 27th, please do get in touch with us. you can find -- next slide. you can find the best way to get in touch with mark and myself on that last slide there. thank you. it's been a pleasure to present this information to you. i look forward to answer any questions that you might have. >> do you want to take questions report or do the liaison report? >> i have a quick yes, if you don't mind. >> sure. >> so thank you for this.
this speaks to the confined -- this is stuff that i'm near and dear to. i was wondering i know it's really hard to do with stuff like this. but in terms of like the dispositions, definitely saw that you had, you know, goals when it comes to close rates. did you have any sort of similar goals with dispositions? or are you, you know, is that kind of still up in the air? i know it's been going on for several years now. it can be hard to set kind of an expected -- we're going to close out "x" with this disposition of, you know, investigated, with this kind of stuff. just curious if you had anything like that. >> sure. we don't have a goal set for outcomes. the outcomes are going to be what the outcomes are going to be. and we'll go where that leads us. what we have found is that within the last several years of
data, that we've been am collecting and publishing in these reports, that we stay within a band of 30%, 35%. it will go up and down from year-to-year, depending on what we're finding and the disposition, like the facts lead us. so we don't have a set number. but we found that we're kind of in that 30% to 35% band historically. >> thank you. >> this is bart pantoja, if i may, chair. i have a question. could you define for me purchasing, one of the things you described as possible fraud. >> yes. >> the purchasing occurs when an agency is trying to get around a spending limit. typically that will be in the prop f, with the $10,000 threshold, requires additional scrutiny. and i can think of an instance
where an agency wants to get a contract out for basically $15,000 job. but didn't want the additional scrutiny. so what they did was have the contractor split the purchase order into two separate bids. and so that would be what we consider a split purchasing. so instead of one $16,000 invoice to pay, that would trigger the $10,000 threshold. they ended up with two invoices for $8,000 each. so that's an example of what we consider split purchasing. >> thank you. i misheard you. i thought you said flip with an "f." i appreciate the description. >> absolutely.
>> should we do the liaison report, peter. >> sure, let's do it. good morning again, everybody. three points that we'd like to cover. this is chair mchugh and i together are liaisons to the whistleblower program. and it's been a pleasure working with you. i think actually it's a good model to have toulouses on one top -- two liaisons on one topic. we'd like to share some observations, as well as we'd like to share what it is we have actually done. what our activities have been, in order to generate these observations that we'll share with you this morning. and then finally, a third point to share some ideas about what we think we should be doing in the parks committee and with the liaisons going forward, with respect to the whistleblower program. so, number one, what activities
have we done? well, dave just mentioned we have been participating in the program's webcasts. and they've been helpful and it's great that the program does that. we have been meeting with the program, with mark and dave and others quarterly. we have gotten finals from the program of could sees of actual whistleblower reports, complaints, if you will. and we've gone through them quite studiously, to ensure that we conclude that the whistleblower program is adequately and appropriately pursuing whistleblower reports, at least based on what we can see in the files. and then finally, in conjunction with the quarterly these that we
have with the program, we've been reviewing draft reports, like the one dave said was just released for the most recent quarter. we have the opportunity to review those reports, look at them, ask questions and that has been helpful as well. so those are the typical activities that chair mchugh and i have been doing on an ongoing basis, since we became the liaisons for the whistleblower program. and so our observations. point number two. based on all of that activity, what observations are we forming about the program. i think, first and foremost, we conclude that the program is well managed. that the employees working in the whistleblower program are professional and serious about what they are doing. overall, in conjunction with
that, we would say we believe that the program is well aligned with its charter appendix f mission, of what the program is suppose to be doing. it's striving to do exactly that. with respects to the investigations it does, it acts on those investigations that are within its scope. a number of investigations get passed to other departments, other parties and sometimes there just isn't enough information in which to conduct an investigation. where something appropriately follows -- excuse me, where something appropriately falls into the whistleblower program lap, they are doing thorough investigations we believe. you know, if there's a rabbit hole to go down, they go down the rabbit hole. that's all good. finally, i think we'd also note that it's been great to see how the program, with respect to staffing and activities, has
flexed with the covid-19 pandemic. it hasn't been business as usual and the program has adapted effectively. before looking forward to where we think the program -- rather where we think cgoboc should be headed, with respect to the whistleblower program, we did want to make a comment. you know, given the current environment of criminal investigations, allegations of corruption in the city and so forth, i think one reasonably may ask, one reasonably should ask, so where has the whistleblower program been, with respect to some of these activities? and it's important to note that there is a defined scope of the whistleblower program, and so it is not the whistleblower program that is necessarily with the jurisdiction to pursue investigations of certain activities, that might fall in
that category of corruption and criminal proceedings. secondly, it's also important to realize that if somebody does not file a report with a whistleblower program, then the whistleblower program has nothing to investigate. that said it's great that the whistleblower program is part of -- has its own hotline, that went into effect and that, in fact, has -- as dave noted, has generated some additional inputs. and then we saw, to my prior point, how many of those actually diverted to city attorney, for example, or other areas then the whistleblower program. the whistleblower program is left with just very few claims coming in -- reports coming in from the hotline, for itself to investigate. and then finally, the whistleblower program went back,
i believe it's over the course of the past few months, and looked at dozens of reports that had been previously investigated, that, for example, from san francisco u.c. to look -- p.u.c. to look for where there's potential relevant issues around senior management activity being reported on. was there something missed. and has concluded that, no, the reports were investigated as the whistleblower program is suppose to. and not come up with findings that are relevant or that it missed. so i think chair mchugh and i are, in conclusion, comfortable with how the program is being managed and conducts its activities. indeed, it does not investigate -- cannot investigate
everything, but where it does have the jurisdiction and the responsibility and a report has been made, the investigations in our view are being appropriately and thoroughly pursued. finally, going forward, the third and final point, chair mchugh and i have been talking about and looking to promote a study, benchmarking study, if you will, about the whistleblower program relative to best practices. and that's something that we wanted to have done by an independent party, independent of the city and of the whistleblower program. and we've had some discussions with respects to that. but not made progress -- excuse me, have not been able to see progress being made with respects to getting a list of potential vendors and an r.f.p.
out to actually -- again i apologize. to actually engage an independent third party in conducting this best practices/benchmark review of the program. more recently we've been thinking of another think that's important for study would be something along the lines of employee opinion survey to assess what city employees are thinking about the program, how much confidence they have in it. and confidentiality. while we recognize the whistleblower program itself is doing good outreach to promote the program to ensure employees of confidentiality and so forth, we don't know from the employee perspective what they're thinking, how willing they are to use the whistleblower program. and if not so willing, if they don't have so much confidence in
it, why not. and then act upon that. so those are a couple of initiatives that, one older that we haven't seen progress on, one newer that we haven't thoroughly discussed yet. it would be a good path forward for cgoboc, with respect to the oversight of the whistleblower program. that concludes my -- our liaison report. open to questions or comments. >> i'd like to comment, even though you just covered everything beautifully that we would like to say. i'd just like to comment that this may be peter's last meeting. and how much i appreciate all of the work you've done how much i've enjoyed being co-liaison with you. i have learned a lot. i think you've been such a great asset to this committee and to
the whistleblower program liaison role. i so appreciate all the time and energy put in and all of your thoughtfulness. and i thank you personally for being such a good coliaison to me and a support. and we will miss you. >> well, thank you very much. you're exceedingly sweet. i appreciate that. >> i expect you to still participate, though. going from that, i'd a little like to thank dave, member mills and i had worked very closely with dave for a long time now. and i really appreciate your presentation and your professionalism and your responsiveness. and frankly your openness to answer any of our questions and to talk through a lot of the issues that are going on in the city right now. i really have a lot of confidence in the whistleblower program. and i hope that by stating that publicly, that that -- that i
can reiterate what member mills said in the liaison report, that our program, no matter how good of a job they do, they're only as good as the tips or whistleblower complaints that they get. and part of what we are hoping to achieve, going forward, is to encourage members of the public, for the employees to report any wrongdoing that they see, whether it's on a small scale or a large scale, because even if you see something small, all of these tips add up to a bigger picture. and dave can -- and his team have done a great job at putting them together. so i encourage -- i commend the program. and thank dave and encourage -- so part of what member mills might have discussed, as he said, is finding ways to further
encourage its use with the city, whether that's communication or outreach or whatever that's going to be. that's one of our goals moving forward, that i hope to carry forward after member mills is gone. that will be our focus. so any other member comments? >> i have a question. this is lauren post. your recommendation regarding an outside consultant to conduct the best practices survey, is there a reason that we think we aren't adhering to best practices? i just get nervous when i think about spending taxpayer money on a benchmarking survey we may or may not need. >> i do not believe there's anything that chair mchugh and i have seen that would suggest to us that we are diverging from best practices. i think we see the initiative more as just a healthy, independent third-party expert
look at the program to make sure we're not missing some opportunities to perhaps do even better. >> yep. and continuing on that thought, even just that that good government study, hopefully will -- if nothing else, provide more confidence in the public use and confidence in the program. and another note, i'd just like to mention is that member chu and i have been talking a lot about cgoboc budget. and we do have quite a large budget that we should be using to do studies and to sharky that we're operating to -- to ensure that we're operating to our best capacity. we need to have more conversations about what that budget is and what it can be used for. and how as a committee we all decide we should be using. because it shouldn't just sit there in my opinion.
>> great. thank you. >> hopefully some of that budget can be used to do that study. the city attorneys will say if we can use it for program outreach or communication. i think we need to hear from the city attorney on some of the best uses for that. do we have a city attorney on? >> hi, folks. this is peg. the city attorney had to go to another meeting. i will relay questions to him. and just a little bit of comment on this. so i think the -- as far as we know, the funds that you have can be spent on a couple of different purposes. many different purposes for oversight and sort of quality assurance and public response to bonds. and we think it's a permissible used to both this type of review and public surveying, as we have
done in the past. i think you should feel comfortable on that score. we've talked a couple of times about the whistleblower independent review and ways to go about it. at our last meeting, we talked about using a possibility of taking the pre-qualified pool that we already have of audit and review firms and putting out a review to that group and sort of gist of the discussion is that you would prefer a separate r.f.p., r.f.q. process to have that possibility over to the whole market. it still needs staff support and work for working with you to draft a scope of work and shaping it up for putting it out to city contracting. my hope is that we would be able to provide that kind of staff support to you. it's not going to be in the january, february, march quarter. i know there's some tension over this. but we have -- we have all of our staff fully deployed to the
covid emergency. and i think that's going to be the case with the surge and vaccination planning for at least another quarter. but we'll try to pull time for it for you in the last quarter of the fiscal year. and i can keep you updated on how that's looking for us. >> thank you, peg. >> clerk: member mchugh, would you like to move forward with public comments? >> if there's no other member comments, let's move forward. >> clerk: members of the public who wish to provide public comment on this item, should call (415)655-0001, access code 146 921 9782. then pound and then pound again. if you haven't already done so, please dial star 3 to line up to speak. a system note will indicate you've raised your hand. please wait until the system indicates you've been unmuted
and you may begin your comment. please note you have three minutes. i'm checking the attendees list now for any hands raised. there are no hands raised for public comment. i just wanted to bring attention to the time. it's 12:13. i wasn't sure if you wanted to move forward with the item number 8 or if you wanted to move that to the next meeting? >> yeah. let's try and run through as much of this as we can get through, if everybody has enough time? >> clerk: okay. okay. i just want to note that chair chu has left the meeting -- i'm sorry, member chu has left the meeting at this point. we have quorums. i'd read item number 8. opportunity for committee members to comment or take
action on any matters within the committee's jurisdiction. 1, fiscal year 2020-2021 gamecock work initiatives. standardized templates, b, expenditure audits, c, public finance upcoming bond issuance. number two, other committee business. cgoboc fiscal year 2020-2021 work plan. "b," housing public perception survey. c, follow-up on the public integrity review. d, the housing forbearance decision-making process. e, independent review of the whistleblower program. >> so is this part of the meeting where we just openly discuss any of these items or go in order and see if anyone has any comments? >> this is peg. i can comment just a little bit on each of the items, if that's helpful. and i'm not sure if members might have done other work since
the last time you met about any of them. some if you want to do that first or i can speak to where we are on the items? >> okay. i know personally we've probably covered the whistleblower program 2e. we're short on time, i want to make sure we get to 2d, the housing forbearance decision-making process. i think we were expecting a memo on how that happened, which i think is important from mark blake. he's not here obviously. but did he submit a memo or anything for us to review? >> clerk: there is a memo circulated internally at this point. once that's finalized, i'll go ahead and circulate it to the members, as soon as i can .there has been some correspondence. i just haven't had the opportunity to present it to the committee at this point. sorry about that.
>> so we should expect that, just being emailed to each committee member maybe within the next week? >> yes. next week or the following week. as soon as possible. as soon as i'm able to. so by this week, if not the following week. i need to tie up some loose ends. >> okay. okay. should we hit the list in order then? now that we've covered those two things? does anyone have any comments? okay. >> so this is peg. i'll just speak quickly to each item. then please if there are any member comments, stop me or follow-up. i believe the process on standardized templates was member chu. i think had volunteered to be the committee lead liaison on this. and would work with our staff to look at the way reports are
being submitted and take member feedback and try and come to a more standardized template for going forward. and again that's a staff time issue for us, which we won't be able to work on in the current quarter. but member chu might want to speak to it. expenditure audits. we will have them on your calendar whenever they're completed by the mark de la rosa's unit. when developing your future agendas, we'll place those for you for review, whenever they're completed by the audit group. public finance,iuming bond issuances. there should have been in your packet a list of upcoming bond issuances. and we can speak to any questions that you have on that. so i will stop there before going on to the next list, in case member questions or comments.
>> if anybody has any feedback for how they do or don't like the presentation templates or any additional information, that would be helpful to you guys, shoot an email into myself or kristin or staff. >> okay. so going on to 8-point it. the gamecock work plan. again in your packet was a list of items for your next couple of upcoming meetings. and we will work with the chair and vice chair to keep adjusting those, so that you get appropriately caught up to your schedule and then add items of interest to the committee. and i think we're mostly there now, because you've heard preparations on significant bond groupings. housing public perception survey. again we've talked about doing this and the value of it. we all think there's high value to it.
we have survey contractors who could perform this capably. and i would really highly recommend using our qualified pool for it. but again it's not something we're going to be able to provide staff time to work on in the current quarter. i hope to be able to pick it up with you in the last quarter of this fiscal year. follow-up on the public integrity review. we have this as a standard item on your agenda. and as products are issued by the audit's unit on the public integrity review, mark de la rosa and his staff would bring presentations, if that's of interest to you, on the products and investigations. and i think you've already covered housing forbearance and the whistleblower program. i'll stop there and see if i can help with questions or comments from the members. i do apologize for not being able to be more responsive to
your work plan. it's just a fact of our deployment for the covid emergency. we are managing really serious staff shortage for at least one more quarter. >> this is bart. so, peg, you had mentioned the upcoming bond issuances was in the packet. so the links provided in the email -- i was trying to find that. maybe you can help me out. can you share your screen or what that looks like. maybe i'm missing it. >> i will share my screen. hang on a second. mary, can you pass me the presentation. >> clerk: yes. give me one second. thank you for that.
sometimes you have to clear your cache. i have noticed that to be a problem as well with some people not being able to load the information. so once you do that, sometimes that will help. >> so what link was that on the agenda, where we were sent an email with cgoboc -- >> it's labeled december 2020 memo. >> got it. the one i didn't open. the very last one. thank you. >> shall we move then to public comment?
members of the public who wish to provide public comment on this item, should call (415)655-0001. then pound and then pound again. if you haven't already done so, please dial star 3 to line up to speak. a system public comment indicate you have raised your hand. please wait until the system indicates you have been unmuted. and you may begin your comments. please note you have three minutes. i'm checking the attend elicit now. and -- attendee list now. i do not see any hand raised. would you like to adjourn the meeting? >> yes. thank you, peg. thank you, mary, for everything. >> clerk: thanks. it's 12:23 p.m. for the record. >> okay. >> thank you. >> good-bye, everyone. >> bye. >> thank you.
what you had before and remind you of what your san francisco history used to be. >> we hear that all the time, people bring their kids here and their grandparents brought them here and down the line. >> even though people move away, whenever they come back to the city, they make it here. and they tell us that. >> you're going to get something made fresh, made by hand and made with quality products and something that's very, very good. ♪♪ >> the legacy bars and restaurants was something that was begun by san francisco simply to recognize and draw attention to the establishments. it really provides for san francisco's unique character. ♪♪ >> and that morphed into a request that we work with the city to develop a legacy business registration.
>> i'm michael cirocco and the owner of an area bakery. ♪♪ the bakery started in 191. my grandfather came over from italy and opened it up then. it is a small operation. it's not big. so everything is kind of quality that way. so i see every piece and cut every piece that comes in and out of that oven. >> i'm leslie cirocco-mitchell, a fourth generation baker here with my family. ♪♪ so we get up pretty early in the morning. i usually start baking around 5:00. and then you just start doing rounds of dough. loaves. >> my mom and sister basically handle the front and then i have my nephew james helps and
then my two daughters and my wife come in and we actually do the baking. after that, my mom and my sister stay and sell the product, retail it. ♪♪ you know, i don't really think about it. but then when i -- sometimes when i go places and i look and see places put up, oh this is our 50th anniversary and everything and we've been over 100 and that is when it kind of hits me. you know, that geez, we've been here a long time. [applause] ♪♪ >> a lot of people might ask why our legacy business is important. we all have our own stories to tell about our ancestry. our lineage and i'll use one example of tommy's joint. tommy's joint is a place that my husband went to as a child
and he's a fourth generation san franciscan. it's a place we can still go to today with our children or grandchildren and share the stories of what was san francisco like back in the 1950s. >> i'm the general manager at tommy's joint. people mostly recognize tommy's joint for its murals on the outside of the building. very bright blue. you drive down and see what it is. they know the building. tommy's is a san francisco hoffa, which is a german-style presenting food. we have five different carved meats and we carve it by hand at the station. you prefer it to be carved whether you like your brisket fatty or want it lean. you want your pastrami to be very lean. you can say i want that piece
of corn beef and want it cut, you know, very thick and i want it with some sauerkraut. tell the guys how you want to prepare it and they will do it right in front of you. san francisco's a place that's changing restaurants, except for tommy's joint. tommy's joint has been the same since it opened and that is important. san francisco in general that we don't lose a grip of what san francisco's came from. tommy's is a place that you'll always recognize whenever you lock in the door. you'll see the same staff, the same bartender and have the same meal and that is great. that's important. ♪♪ >> the service that san
francisco heritage offers to the legacy businesses is to help them with that application process, to make sure that they really recognize about them what it is that makes them so special here in san francisco. ♪♪ so we'll help them with that application process if, in fact, the board of supervisors does recognize them as a legacy business, then that does entitle them to certain financial benefits from the city of san francisco. but i say really, more importantly, it really brings them public recognition that this is a business in san francisco that has history and that is unique to san francisco. >> it started in june of 1953. ♪♪
and we make everything from scratch. everything. we started a you -- we started a off with 12 flavors and mango fruits from the philippines and then started trying them one by one and the family had a whole new clientele. the business really boomed after that. >> i think that the flavors we make reflect the diversity of san francisco. we were really surprised about the legacy project but we were thrilled to be a part of it. businesses come and go in the city. pretty tough for businesss to stay here because it is so expensive and there's so much competition. so for us who have been here all these years and still be popular and to be recognized by the city has been really a huge honor.
>> we got a phone call from a woman who was 91 and she wanted to know if the mitchells still owned it and she was so happy that we were still involved, still the owners. she was our customer in 1953. and she still comes in. but she was just making sure that we were still around and it just makes us feel, you know, very proud that we're carrying on our father's legacy. and that we mean so much to so many people. ♪♪ >> it provides a perspective. and i think if you only looked at it in the here and now, you're missing the context. for me, legacy businesses, legacy bars and restaurants are really about setting the context for how we come to be where we are today. >> i just think it's part of san francisco. people like to see familiar stuff.
i perform autopsy, review medical records and write reports. also integrate other sorts of testing data to determine cause and manner of death. i have been here at this facility since i moved here in november, and previous to that at the old facility. i was worried when we moved here that because this building is so much larger that i wouldn't see people every day. i would miss my personal interactions with the other employees, but that hasn't been the case. this building is very nice. we have lovely autopsy tables and i do get to go upstairs and down stairs several times a day to see everyone else i work with. we have a bond like any other group of employees that work for a specific agency in san francisco. we work closely on each case to determine the best cause of
death, and we also interact with family members of the diseased. that brings us closer together also. >> i am an investigator two at the office of the chief until examiner in san francisco. as an investigator here i investigate all manners of death that come through our jurisdiction. i go to the field interview police officers, detectives, family members, physicians, anyone who might be involved with the death. additionally i take any property with the deceased individual and take care and custody of that. i maintain the chain and custody for court purposes if that becomes an issue later and notify next of kin and make any additional follow up phone callsness with that particular death. i am dealing with people at the worst possible time in their lives delivering the worst news they could get. i work with the family to help
them through the grieving process. >> i am ricky moore, a clerk at the san francisco medical examiner's office. i assist the pathology and toxicology and investigative team around work close with the families, loved ones and funeral establishment. >> i started at the old facility. the building was old, vintage. we had issues with plumbing and things like that. i had a tiny desk. i feet very happy to be here in the new digs where i actually have room to do my work. >> i am sue pairing, the toxicologist supervisor. we test for alcohol, drugs and poisons and biological substances. i oversee all of the lab operations.
the forensic operation here we perform the toxicology testing for the human performance and the case in the city of san francisco. we collect evidence at the scene. a woman was killed after a robbery homicide, and the dna collected from the zip ties she was bound with ended up being a cold hit to the suspect. that was the only investigative link collecting the scene to the suspect. it is nice to get the feedback. we do a lot of work and you don't hear the result. once in a while you heard it had an impact on somebody. you can bring justice to what happened. we are able to take what we due to the next level. many of our counterparts in other states, cities or countries don't have the resources and don't have the beautiful building and the
equipmentness to really advance what we are doing. >> sometimes we go to court. whoever is on call may be called out of the office to go to various portions of the city to investigate suspicious deaths. we do whatever we can to get our job done. >> when we think that a case has a natural cause of death and it turns out to be another natural cause of death. unexpected findings are fun. >> i have a prior background in law enforcement. i was a police officer for 8 years. i handled homicides and suicides. i had been around death investigation type scenes. as a police officer we only handled minimal components then it was turned over to the coroner or the detective division. i am intrigued with those types of calls. i wondered why someone died.
i have an extremely supportive family. older children say, mom, how was your day. i can give minor details and i have an amazing spouse always willing to listen to any and all details of my day. without that it would be really hard to deal with the negative components of this job. >> being i am a native of san francisco and grew up in the community. i come across that a lot where i may know a loved one coming from the back way or a loved one seeking answers for their deceased. there are a lot of cases where i may feel affected by it. if from is a child involved or things like that. i try to not bring it home and not let it affect me. when i tell people i work at the medical examiners office. what do you do?
the autopsy? i deal with the enough and -- with the administrative and the families. >> most of the time work here is very enjoyable. >> after i started working with dead people, i had just gotten married and one night i woke up in a cold sweat. i thought there was somebody dead? my bed. i rolled over and poked the body. sure enough, it was my husband who grumbled and went back to sleep. this job does have lingering effects. in terms of why did you want to go into this? i loved science growing up but i didn't want to be a doctor and didn't want to be a pharmacist. the more i learned about forensics how interested i was of the perfect combination
between applied science and criminal justice. if you are interested in finding out the facts and truth seeking to find out what happened, anybody interested in that has a place in this field. >> being a woman we just need to go for it and don't let anyone fail you, you can't be. >> with regard to this position in comparison to crime dramas out there, i would say there might be some minor correlations. let's face it, we aren't hollywood, we are real world. yes we collect evidence. we want to preserve that. we are not scanning fingerprints in the field like a hollywood television show. >> families say thank you for what you do, for me that is extremely fulfilling. somebody has to do my job. if i can make a situation that is really negative for someone more positive, then i feel like
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