And your passion means a great deal and your wisdom means more. I guess the question is a request that i might have. I am confused how if we are embarking on this truly aspirational effort to identify the 4,000 homeless in San Francisco and concentration of 250 how when we find and identify them we can give them the best conveyor car best ce and service. We need to place them where they need to be placed. It seems that will not be successful that we havent analyzed the need. [please stand by] the first thing that i would say is that ive been mightily impressed how this department operates in crisis. I think that its been mentioned before how so many leading accomplishments across this country has been done by this department. And i witnessed how incredible this system has turned on a dime to respond to what is going on at the hospital. Every official has been there, and theyve been committed and thoughtful and proactive. And so given this leadership question that we have within this particular unit, im wondering who we can bring to the table, how we can marshall this skillset that is here within this department to try to act quickly, because i have seen leadership in action in this department and there is no better place to find it. But i want to understand what were going to do on that level to act quickly to give everyone, including the patients and the citizens, and the taxpayers, everyone has spoken here, a kind of reassurance and comfort that that we have the ability to move quickly on your concerns. So thank you for your questions, commissioner green. With the first one, have we analyzed what the needs are . So as you pointed out, the focus on the 237 and the 4,00,000, thy have done a lot of work to hone that population as the one to which we should focus. And as you can imagine the needs of that population will be varied depending where they are in their phase of illness or recovery and that goes the continuum from acute inpatient Psychiatric Care to p. E. S. To board and peers. So to on that end, we actually you remember a few weeks ago that the mayor announced the partnership with usff and tipping point. Part of that partnership is looking at the issue of care homes. Is there a way to begin to salvage those, particularly the ones that announced their closure . So thats one of the things pursued right now. Are there some of these facilities that we can approach them before they sell to developers to see if theyre willing to sell to the City Partners to maintain those beds. So all of those activities are going on right now. And we will put together a Performance Improvement plan, for the Behavioral Health and rest assured that the management and the operation of that Behavioral Health center will be a significant component of that plan. I want to acknowledge and thank all who came to speak to us today and directed your comments about what is important for the population and the residents at San Francisco general hospital. And at the merf. And i want to acknowledge that the nurses from the Emergency Department were here today and we talk about the struggles they have in dealing with the issues of folk coming in on an emergency basis and being stuck there and theyre understaffed and their view of being understaffed. I think that its important to recognize that these divisions are interconnected and something happens at the emergency room or at the merv and inpatient, all is connected to these programs and that one of the things that well talk about here is whole person care. Thats what we need to be talking about. Thats what we need to address is whole person. Because the e. D. , the Behavioral Health, all of those units are connected and its important that we recognize that it is a department of Public Health and the public is out there. And the public demands a request of us and i want to assure you that this is not the end of the discussion and when we have the third reading in november, its not the end of the discussion. This is the departure point. We will work exclusively with the department and we will hear from and work with you as a community because if we dont do this together for solving problems and fin finding where e failures are, well have this discussion next were. We tede to ge need to get whereo be. So with that im ready to move to the next item. Mr. Chair yes, i think that after listening to commissioner green and im reminded that understanding the Component Parts and, yes, you know, people cant move through the system and our transitions process that this needs to be reviewed because some of it seems to be failures in the way that were hearing and if the thought here whether using the 4,000 as an example from the Mayors Office or otherwise is to say that were having a transparency with the number of beds available. Im not sure how well that by itself works because theres all kinds of things also kind of left out of this database. But on the other hand it would be fortunate understand how that program is going to be looking with what we are envisioning for our service programs. And a good part of our psychiatric floor is with nonacute patients who do need care. And theres another group of people who should be in a more proper place with a more an appropriate type of level of service. So im looking for a comprehensive review and i would suggest a transition to at least focus on the Mental Health part of the equation here. We now have transitioned all the way across for even our elderly and others who are chronically ill. But i specifically am talking about transitions in regards to this and the Mental Health program is a continuum of care. Absolutely. That will be part of you referenced the bed tracking system for residential Mental Health and substance use. So that is in phase one. And the plan is to roll out that bed inventory website to all of our levels of care in terms of i. T. And programming and the fact that we have data coming from multiple sources. But that is the goal is to have all of our level of care in a bed inventory that is transparent and can be seen. Two more quick comments. One has to do with the emergency room and the nurses were speaking and they were speaking about losing significant staff and managers and longterm employees. And theyre also talking about the trauma they experienced as nurses staff. So i hope that one of the things that were often seeing is that the nursing staff has the ability to access care for them as individuals and as a group. Because i think that is critical. And i think that its also true for the Behavioral Health part of our system. Theres trauma there, not only for the patients who come in, but theres no way that theres not some transference between the patients and the staff that work there is. So i want to make sure when were taking care of our patients we take care of the staff too who take care of the patients. Thank you, commissioner. Obviously, those of us who work in health care are particularly in the Public Sector are concerned with the effects of vicarious trauma. So i will make sure that i followup with all of thigh my t reports and leaders to make sure theyre making the reports available to staff. Thank you. Next item. So, commissioner, i have been asked you have been several items on the agenda and im asked by the president to mirror back to you to postpone those and the meeting but its up to you to do that. I cant make that decision for you. These items will be postponed to the next meeting or a future meeting. Are they here . The staff for items 8 and 9 are here. We should probably go ahead and do it because they sat here all of this time. Im sorry. 8 and 9 are here . Yes . All right, so, sorry, everyone. Item 8 is the 2016 Public Health and safety bond update. Thank you all who came for item 7 and well move to the next item. The bond and item not marked mark primo is not here tonight. He offers apologies, hes suffering adverse reaction to a flu shot that he had yesterday. So he begged off. And so im going to try to do justice on his slides. Weve moved right into it and youre familiar with this slide, this is the scope and the budget of the d. P. H. Portion of the Public Health and safety bond. This one is the first bond sale of the 149 million and were working all the way through. As you can tell im moving at a quick pace through this presentation. And by the way, back to introductions and i skipped over that, im from zuckerberg capital programs and im joined with joe chin from the department of public works. Our city project manager on the bond program. And michael bidai the associate chancellor capital program. And so this is the previous bond breakout was on the first bond sale. We were planning we are planning on a second bond sale. We were shooting for early 2020, but right now because of the current burn rate we may push that out into the late second quarter. This is a breakout for zuckerberg, the spend. We are about 23 through the original first bond sale. A lot of our projects have not hit the construction mark yet. Once we do we expect to have that spending to increase. This is the community Health Center bond, theyre a little bit ahead of us on the spend, theyre at 42 . And, again, as they progress in the southeast they will get a new contractor on board theyll be proceeding and the next one we presented at last presentation and this is the breakout of each individual project and grouping them together in how were working with the budget. Right now we are overall in the black. And even though the political improvements are showing in the red. Overall were juggling the dollars around to make sure that all aspects of funded. And we have some savings in the lower end that are helping with the overages in the top end. And with the community Health Centers, again, theres some projects. This one has the benefit of funding from different sources other than the bond and theyre identified in the legend at the bottom. You can see how theyre applied by fund type in the chart above. So, again, this one is also in the black. Since we last met a lot of work has been done and ones that ill point out to you quickly for the billion five on zuckerberg, we moved with the i. T. Design, and with that, we have a study for 8090 and one that im excited about is the psych emergency study for the new location for psych emergency. As far as seismic, we have moved through phase one, were into the second half were finishing up the first half of phase bo one which is the removl of the sunshade horizontal elements and then the fiber wrapping. And below you can see the bottom you can see the phases of a fiber wrap. So on section one is the column and you go to number five and thats actually number four is the complete column that is fiber wrapped and strengthened. And number five is what it looks like from the outside. And the majority of care accomplishments, so we have them being seen over at the old urgent care since we vacated urgent care. And we have submitted 95 design drawings in august. And working to create a temp location. With that well pass the baton to joe chin to talk about the upcoming milestones. Thank you. Good evening, commissioners, joe chin, Program Manager for the Public Health and safety bond program. So moving to the first line, well focus this evening on the upcoming milestones and accomplishments for three components under the health and safety. Its a southeast Health Center component and on building five for the team advancing 15 of our core projects under this component. Not much has changed and we still have four projects in construction. One project is completed. And the remainder are in different phases of the planning, design, or plan review project life cycle. And so here on this slide 12, these are the two projects that are in construction, and we have the locations, and the rehab, and were anticipating finishing by the end of the year and then rehab were currently at 45 complete. And then looking at completion early part of 2020. And then just quickly on another project construction site sorry. On seismic retrofit, as terry mentioned were wrapping up the first part of phase one and moving to kind of the interior column strengthening scope and thats the new work that were doing and learning the process and how to best do the work with the occupy facility. And we have a project from planning to design and its the specialty services. So weve moved from plan to design right now and thats a new project that were tracking. And then on southeast Health Center, really theres two key areas that we focus on. We have completed design. We have the drawings submitted to d. P. I. For plan review for permitting. And the next milestone is to get this to bid document and get it bid and construction early part of 2020. Were looking to start bidding probably this month as our target to get this out on the street and start soliciting contractors. And then on community Health Centers, this is its a comprehensive scope and were doing work at two Health Centers, the maxine hall Health Center and maxine hall, i think that we talked about this earlier. And were having our groundbreaking ceremony tomorrow. Happy to report that this is the project where were able to kind of show that weve awarded a contract to a contractor and theres also photos on the slide that show the prefabricated trailers that are now have been assembled. Theyre being worked on in preparation for the staff to move from Maxine Mau Hall into e temporary clinics during the entire construction duration. So a lot of things are happening at maxine and its good to see this project moving. And the Health Center, weve received additional funding for this project from the Mayors Office and kind of focused on the City Initiative on global warming, climate change, and so the additional funding was to add air conditioning to this project. So because of that added scope we now had to push out the design and construction but its this is the best time to do it. The building is already vacated and its a good time to do a comprehensive improvement to the building. And then the last three slides is our typical i think that you have seen this before our high level schedule update on active projects that doesnt include all 19 projects but shows the more active projects. So i wont go through it, and i think that its pretty selfexplanatory. One thing that i do want to mention is on the schedule update for the Health Centers and based on what i mentioned earlier, maxine hall have been the updated schedule duration that shows it being issued for maxine and kind of the construction duration for that project as well as castro missions design and construction schedule being pushed out because of the added scope. So at this point im going to turn back to terry, and well talk about the research project. Just real quickly, this slide is a list of what has been going on to get to the points where were completing the documents to and targeting to have that closed and it will allow them to move forward with their plans. With that and were also working diligently with other city agencies to help the process along with approvals for drawings and as well as providing all of the documentation with the bureau of real estate. And an inventory of all of the space is one of the items that is on our part. And we will move on im moving on to item 9 which is the presentation. As of practice at the Health Commission these items are presented together and then you all ask questions and the public can make Public Comment during either of those at the end of the presentation. So were moving to item 9 which is the Academic Building update. Thank you, good evening, commissioners. My name is michael bidet, at uscf. We are nearing the end of the design phase for the Research Building and i will show you where the design is at later in the presentation to remind you of where it is on the b. C. Lot. We are, as i said, towards the end of design and we anticipate construction to start in early 2020, once the final approvals are completed. And we are here at the Health Commission today and then in november on the 13th and we will go to the board of regents for the design and final budget approval. Which constitutes the approvals needed to build. And and were on schedule. This is a section through the building. Showing the way that the Program Components are distributed on the dry research floor, so that would be four or five. And this is the design that has been by the Arts Commission and this is what we are presenting to the board of regents. This is a view from the 23rd street entrance, looking up from the west to the east. And the glass corner is the sort of internal kitchen and the breakroom and conference area. With vertical transportation, and the glass lobby at the ground floor is the main entrance to the building. And you can see building five behind it. And the building is clad in terra cotta which is very much like brick in its texture and color. And this is a view of the looking due east, showing the main entrance and one of the connecting stairs going up. And the relationship to building five. I think that is the last picture in the presentation. Can i answer any questions . Clerk i have not received any Public Comment or requests for this item. Commissioner . I have a fairly naive question. So it looks like theres more green lines ahead of red and a few times ago when you presented it seems that youre doing well with keeping to time lines and what im confused about is how do you link, you know, kind of your expected expenditures to timelines . Like if youre ahead or behind, how do you analyze the expenditures compared to where you are and how often do you do it . And how important is it to look at when youre going through the bonding and how you make those decisions. And then my second question is there room for us in this building . Just a Little Office . Just a little one . Please . As far as the budget analysis, we are constantly, joe, myself and mark constantly greg were constantly going over the budget on this. The key milestones that are keying us to where were at are estimates. So we do estimates at the design completion and the project 50 design and 100 design and we estimate on the executive management team. And so we will constantly estimate the jobs. But it didnt get real until we have a contract and we have a bidder and a signed contract. And thats where we get to true up the budget and true up the timeline and match it to our projections. Thats really where it happens. And once were in construction phase it becomes just a regular part of the construction process and tracking the budget and the spend and making sure that we dont have cost overruns. Anyone else . Any other questions, commissioners . So it looks like were kind of slipping in time on the p. E. S. And all. Is that is that, you know, good . Its not good but to be expected. So if you recall the p. S. Program has changed and before we were going to try to do a 10phase project in the same location that was going to be it turned out to be a budget buster and we couldnt do it. So we identified a place adjacent to that that was vacant and we took it over. And so we started the clock on that but were still keeping the same baseline. So once we get to that process where we go through the design process and then we try to get a contract, then well reset all of those milestones. Okay. So youre rethinking the original . Yeah, and its a good move. All right. Absolutely. Thats the only question. Other questions, commissioners . Hearing none. Thank you. Thank you for staying and we appreciate it. I know that its late. So commissioners, item 10 is the person is no longer here, item 11 is other business and i will note that some of you are going to be at the joint hearing with the Planning Commission on the cpm agreement on thursday at 10 00 a. M. And then shall we do the item 12 . The update itheres people here. The report back from the september 24, 2019, zsfg jcc meeting. They discussed reports, including the regulatory fares and the c. E. O. Report and Human Resources report. And also discussed the epic related salary variance issues. And it will be continuing to track the epic program as it moves into its new phases. And at the medical staff report we reviewed the process for the affiliated staff form and approved that. And the registered nurse Standard Practice was a Standard Practice was created for administration of flu vaccines by registered nurses in the hospital. In closed session the committee then approved the credentials report and the minutes. And that ends my report. Thank you. Questions . Commissioners . Clerk theres no public request for that comment so were at the consideration of adjournment, commissioners. So moved. All those in favor . Aye. Aye. Thank you, everyone. [applause]. And so many Incredible Community leaders and friends who have gathered here today to support the signing of what i believe is important legislation that will hopefully make the changes in the city that are necessary to address what we know our inequalities and services, resources in general, and we know, as a city we have work to do. In fact, we can take this conversation back to two years ago. Starting with the unfinished agenda under the San Francisco redevelopment agency, recommendations back then of what should be done with the disparities that exist in the Africanamerican Community. Later on down the line, when gavin newsom served as mayor, he agreed to work with us and create a task force which produced a report that really highlighted the challenges that continue to persist in the Africanamerican Community despite changes, despite investments, the same problems that we are talking about today, were problems that were highlighted, yet there werent significant changes made. In growing up in San Francisco, i cant help but wonder, where did we go wrong . What worried the mistakes that we made, and how are we going to push forward the kinds of policies necessary to fix it . One such policy im really proud of that i helped to produce when i was on the board of supervisors, people try to fight is on it, people told us it couldnt be done, but thanks to our late mayor ed lee, former supervisor melia cone, we were able to finally get neighborhood preference legislation passed. [cheers and applause] let me give you an example of what a difference that makes. We know the challenges that exist with access to Affordable Housing. Time and time again we get asked if to support Affordable Housing in our community. But when the time comes to move into that housing, the people who grew up there, the folks so crowded up in their houses and living with their mamas and grand moments could not get access to those units. The first project where we were able to use neighborhood preference was the willie b. Kennedy apartment. Because of our efforts, 40 of the 98 units was the people who lived in the Community Community first. In fact, roughly 23 of those residents were africanamericans from that community. [applause] we understand that it may seem like a small number, but in comparison to the number of africanamericans who would get access to Affordable Housing, it is a big deal that we were able to accomplish this, but we know that there is so much more work to be done because when you look at the disparities that exist in San Francisco, sadly the numbers are clear. High school dropouts, disproportionally africanamericans are in the higher numbers of dropouts and suspensions, but less than 6 of the population. You look at the homeless population, you look at the challenges with Mental Health, disproportionately africanamericans are impacted by that. You look at access to housing and a number of other issues. The list goes on and on. I get that we are looking at an office of Racial Equity for the purposes of dealing with challenges that exist with minority communities, but lets face the facts. Sadly, time and time again, we have seen, on many occasions, the africanamerican communities lose time and time and time again. We cant just keep talking about these statistics and saying that we care about what happens to this community, and then also criticize me when i deliberately put money and resources into supporting and targeting this community so that we can really provide the change that we need. We need action. We need consistency. We need a change like never before. The office of Racial Equity is really about making that investment. It is about saying that we are tired of the reports, we are tired of the promises, and we need to start putting our money where our mouth is. On this issue and so many other issues. So i just want to take this opportunity to thank again supervisor sandy fewer and supervisor vallie brown for their courage. [cheers and applause] for their courage. For being leaders. For being unrelenting. For consistently talking about this, talking about the need to make real change. The Africanamerican Community may be less than 6 of the population of this city, but guess what . We are still here. We still matter. And it is time we come together and make real change. [applause] it is time we come together and hold one another accountable, but also lift one another up. Here is the opportunity to work with an office to provide that change. I went over my time, but i am excited about this. It is why we put money in the budget to make sure positions are funded. Nobody debated whether or not it should be, and now it is time we continue to work with this office so that policy is brought forward, so that more investments are brought forward, and so that everyone in this city, and all city departments understand that when i say we are going to look at everything through a lens of equity and make the kinds of deliberate changes and investments to address what we know has been a problem, then thats exactly what we are going to do. [applause] at this time, i would like to welcome up to provide remarks, supervisor sandra lee fewer. [applause] thank you, mayor breed. Im so proud to stand here today with the mayor and supervisor brown, and also my colleague and all of you as we sign this legislation to create an office of actual Racial Equity into law. Im a fourth generation San Francisco and san franciscan and chineseamerican. I remember growing up in a San Francisco where there was more opportunity for everyone. I remember when we had an africanamerican population of over 15 here in San Francisco. I remember the time when we had nader neighborhoods with Small Businesses that were owned by africanamericans. This is a very important moments today because, quite frankly, this is one of the reasons, the main reason that i ran for supervisor. I think that [applause] it is so delightful and refreshing that we have a mayor that actually impress it embraces this. We need an interruption and we need to interrupt what is happening and how can we get back to the San Francisco values that we are all so proud of and we all love. When you come to San Francisco, you expect to see diversity. When you come to San Francisco, the selfproclaimed, most progressive city in the united states, you expect to see people of color thriving here and yet we are not seeing that. I would like to take a moment of appreciation to really think my legislative aide for doing this work. [cheers and applause] and also district five legislative aide. [applause] and from the Human Rights Commission thank you. This is the hard work of determined women that we will write this and we will write it good. Historic race discrimination has manifested as exclusionary and destructive policies like creating obstacles for chinese residents from owning businesses the racial segregation to neighborhoods, and the internment of japanese americans and the destruction of historically black neighborhoods in the name of urban rule. Now racial it is not disclosure neri policy, but rather in the inaction of government to address and protect these past harms done. It is more insidious, and more harder to address. We see now incredible Racial Disparities in so many areas of life but also let specific islanders we see these disparities showing up in employment, our schools, housing , and the Healthcare System and more. These disparities prevent people from color in our city from leading lives that are happy, healthy, and economically secure today, we are taking a stand in San Francisco to say we will not stand for systemic racism. This legislation is a critical step in acknowledging the history and the Current Conditions of communities of color and making strong and concrete commitments to address those conditions. Thank you, supervisor fewer. At this time, the coauthor of the legislation, supervisor vallie brown. [applause] thank you, mayor breed for your support and your kind words i want to thank supervisor fewer intimate director davis for your fierce advocacy and hard work on this, but i also really want to appreciate the people behind us. A lot of times we push them in front that have really got into the weeds to work on this. Might aid, thank you my aid, thank you. I know supervisor fewer already thank you, but i have to thank you, too. You have to have a doublethink here. District 18, chelsea, and then Human Rights Commission, i want to thank brittany, raise your hand, brittany. Thank you. Everybody wants to know who she is. And other than the other h. R. C. Stuff that worked really hard on this. They really went deep and really drafted some amazing legislation for us to move forward. I really want to thank all of you for joining us here today for this historic signing of this office of Racial Equity. This office where we will work we will build and work on the legacy of the Human Rights Commission, and it is a powerful tool to break down years and years of structural and institutional racism. Our work has just begun, though, but we cant do this alone, and thats why we are all here today we need the support of each of you to repair past harms and work towards a brighter future. Its all about time, its all about time. I am so proud to stand on this land that we are here on and organize on behalf of the board. When i think about the native American Community in this city, the highest population of women that are murdered are american indians. Think about that. When they say we are 1 , why . This is something that i know we will dive deep into because these are things that matter to our community, matter to the city, matter to the elected officials, and as the years when i was a legislative aide, we used to do policy, we used to do funding, thinking we were really going to help a community, but we didnt know if it would work or not. For me, this office of Racial Equity will work with the community and bring things to us this is isnt that what we want . Dont we want the community to bring the policy, bring the funding suggestions to us . They have to come from the community, not from us telling you what you need. I am just really proud to stand here today and be part of this. Lastly, i want to make an important distinction. Equality means treating everyone the same. Equity means ensuring everyone has what they need to be successful. Thank you very much. [applause] thank you supervisor brown. Now a few words from the director of the Human Rights Commission in San Francisco, cheryl davis. [cheers and applause] this is quite an emotional day for a lot of different reasons. I want to first recognize the commissioners that are here. They are here from the Human Rights Commission. This work, i was just telling someone, it is actually just the perfect storm in terms of how it came out. I remember when mayor breed was president of the board. We had a conversation with james bell from the Burns Institute in oakland about the needs of doing something around Racial Equity. She was committed then and we were really try to figure out what it is that we wanted to do. What did we need to do, how did we work to build allies to move this forward. When supervisor fewer came into office, one of the first thing she said to me is we need to do something around Racial Equity in the city and she specifically said, i want to know what we can do to do better by africanamericans and black people in San Francisco. That was unusual, right . This idea that somebody who wasnt black was interested in doing right by black people was new for me. And then supervisor brown, they developed an Equity Program with the office of economic and Workforce Development for africanamericans in the western addition, fillmore, to help them develop the way to have access to city help. Put money for them to get paid to tell us what to do. When we talk about being committed to the work, i really have a little tolerance for people who just like to talk and i would like to say these three women have been committed to the idea and notion of Racial Equity and getting to the people who have been most harmed by the disparities and putting their money and their mouth where the work needs to be done. [applause] and i say it is a perfect storm because when i look around and i think about Felicia Jones and dante and the folks who have been pushing on the inside to say that we need to make change, michelle and cheryl, the folks that have challenged us, but at the same time, i think about ruth and their work in the mission. And the work that is being done. This idea that we want to transform city hall is not about transforming the work that happens in this building, it is about understanding how the work that happens in this building impacts everybody outside. [applause] so they wont. I am so full right now because i know that there is not just the accountability and the demand to make this happening from happen from communities, but these three women, coupled with the men over here from the board of supervisors, they will make it happen. Nobody here is afraid to be told that it is being done wrong and that we need to redo it. If you want it to work right, you all need to make sure that we are held accountable. I am excited about what is to come and being held accountable and moving this thing forward, and as mayor breed said, bringing the change that we have been waiting for for 50, 60, 70, 100 years. Thank you for being here today. [applause] thank you. As i said to all of you before, as someone who was born and raised here, im so honored to be the mayor and i still cant believe what an Incredible Opportunity this is, but i cant also help but think about the need to make sure that even though there were mistakes that were made in the past, that change the dynamics of our city, in the past, we have an opportunity to make things better in the future. We have an opportunity not to repeat the mistakes of the past and no, i cant turn turn back the hands of time, but what i can do is make sure that the policies and the investments and the decisions that we make now have a better impact on future generations to come. Today is an opportunity to do just that. Ladies and gentlemen, lets get this legislation signed. [cheers and applause] are we ready . [applause] im rebecca and im a violinist and violin teacher. I was born here in San Francisco to a family of cellists, professional cellists, so i grew up surrounded by a bunch of musical rehearsals an lessons. All types of activities happened in my house. I began playing piano when i was 4. I really enjoyed musical activities in general. So when i was 10, i began studying violin in San Francisco. And from there, i pretty much never stopped and went on to study in college as well. Thats the only thing ive ever known is to have music playing all the time, whether it is someone actually playing next to you or someone listening to a recording. I think that i actually originally wanted to play flute and we didnt have a flute. Its always been a way of life. I didnt know that it could be any other way. Could you give me an e over here. Great. When you teach and youre seeing a student who has a problem, you have to think on your feet to solve that problem. And that same kind of of thinking that you do to fix it applies to your own practice as well. So if im teaching a student and they are having a hard time getting a certain note, they cant find the right note. And i have to think of a digestible way to explain it to them. Ee, d, d, e. Yes. Then, when i go on to do my own practice for a performance, those words are echoing back in my head. Okay. Why am i missing this . I just told somebody that they needed to do this. Maybe i should try the same thing. I feel a lot of pressure when im teaching young kids. You might think that there is less pressure if they are going on to study music or in college that it is more relaxing. I actually find that the opposite is true. If i know im sending a High School Student to some great music program, theyre going to get so much more instruction. What i have told them is only the beginning. If i am teaching a student who i know is going to completely change gears when they go to college and they never will pick up a violin again there is so much that i need to tell them. In plain violin, it is so difficult. There is so much more information to give. Every day i think, oh, my gosh. I havent gotten to this technique or we havent studies they meese and they have so much more to do. We only have 45 minutes a week. I have taught a few students in some capacity who has gone on to study music. That feels anaysing. It is incredible to watch how they grow. Somebody can make amazing project from you know, age 15 to 17 if they put their mind to it. I think i have 18 students now. These more than ive had in the past. Im hoping to build up more of a studio. There will be a pee ono, lots of bookshelves and lots of great music. The students will come to my house and take their lessons there. My schedule changes a lot on a daytoday basis and that kind of keeps it exciting. Think that music is just my favorite thing that there is, whether its listening to it or playing it or teaching it. All that really matters to me is that im surrounded by the sounds, so im going top keep doing what im doing to keep my life in that direction