Transcripts For SFGTV Government Access Programming 20171206

SFGTV Government Access Programming December 6, 2017

Money if this is something that not only increases the value of the property but its work that would have been done anyway. And then its work thats already been done, and these are the kinds of things that i think that should be coming to the board prior to the completion of the work and so i guess im just not interested in going backwards here. So i just want the department to help us to understand why were at this point after the fact. Good question, i love this committee. Good afternoon, or good morning, Committee Members and supervisors. Tim frey, department staff. This is something that i think that the city has some flexibility in determining what is considered or defined as recently completed work. The recently completed work definition in the Mills Act Program does state that it can be work thats happened within the last two years. And thats something that the city attorneys office, along with the full commission and board decided was a reasonable time frame but based on what ive heard from the committee that is one of the big issues that were going to bring up with the commission is maybe to look at this as a rehabilitation credit, meaning that work has to be completed after this committee and the full board grant that contract to show that there is an actual need for the tax break to actually complete the work, rather than the reverse. Supervisor breed thank you, because as supervisor pes kipeskin mentioned the money spt on the work that is above what is traditionally necessary, theres just no clear guidelines around that particular issue and my goal is not to change the rules in the middle of the game but i think about, for example, 55 laguna and that particular project regardless of the violations which seem very minimal, i just this is a huge project, a lot of units, very expensive units, although onsite affordable units which are much appreciated. But i just dont have a strong desire to want to push to support that and also i think that bill barnes from supervisor sheehys office had expressed that there was a discussion with the community and i remember those discussions, not every sentence discussion, but the push to keep the facade not completely im not completely familiar with the details of that particular discussion and how that would lead to, you know, a mills act and what that means. So i guess that part of it is just trying to understand why we would go this route because you still have, again, with the 55 laguna project, a completed project, a lot of units, and why should we move forward in this and a lot of the market rate units. I mean, a very lucrative project for the project sponsor so i just dont see why we would move forward in this direction. Supervisors, not to advocate for a particular project but i can tell you that from the h. P. C. Hearings and the Department Discussions with the owners of the 55 l laguna site, one of the more important scopes of work that was included in that plan is the restoration of some of the murals on the interior, where the restoration of those murals was not included as part of the original project. Supervisor breed okay, thats helpful. While theres a wide variety of scopes they proposed, that was one of the most important to us because those are internationally known murals and they did not have money at that time to restore all of them and so there are a couple that still do need work. Supervisor breed okay. Thank you. Thats helpful. Supervisor kim thank you, mr. Frey. If maybe the Committee Members can remind me of the three that we forwarded with recommendation to the full board, 101 , and 940 grove and 637 waller, did we limit all three of those to a tenure mill is act . Supervisor breed i dont think that we did all three, the 940 grove i pushed for no limit, and i cant recall exactly i think that waller was a limit and what was the other one . I dont remember that one. Supervisor kim mr. Frey. My ris recollection is only e waller Street Project is the only one with a 10year limitation. Supervisor kim okay. And that was actually a significant reduction, at 59 in terms of their property assessed value. Okay. These two projects are slightly lower in their reduction rate. For me on a level of consistency i would move both of those items forward with the 10year limit and that would be my recommendation to have the Property Owners come back again to explain additional costs or rehabilitation at that time. So that will be the amendment that i will be making on these two on these two items. So before we take a motion to do that, were going to open up these two items for Public Comment . Any members of the public that would like to speak on items 4 and 5 . PackagPublic Comment is now clo. Colleagues on item 4 and 5, can we take a motion to move those forward with recommendation, amending it with a 10year term for the mills act exemptions . Supervisor breed so moved. Supervisors, so the way that these will work as with the waller item is that the board may approve the mills act agreement which has a 10year term and can be terminated by the city at its discretion at any time, 10 years in advance, so you would be approving the agreement and then any supervisor of the h. P. C. Can initiate termination by introducing a separate resolution as were working on for supervisor peskin with the waller item. Supervisor kim consistent with what were doing for 637 waller. Thats right, so you dont need to include changes to the agreement itself and youre expressing your intent that soon youll be introducing a resolution to terminate the agreement 10 years from now. Supervisor kim okay, great. So can we add that just to the same motion . You dont need to make any motion on that because the termination is just a separate item but we will take that direction from you to initiate that process. Supervisor kim thank you very much. Supervisor peskin . Supervisor peskin so just way of background ill introduce the 637 waller termination in january and i can add these two to that. Supervisor kim great. Supervisor peskin if you two would like to be i dont care who is the sponsors and cosponsors and all three members of committee can affix their names. Supervisor kim that would be great, and thank you very much, supervisor peskin. And that being clarified well take a motion to move forward items 4 and 5 with recommendation. We have a motion and a second and we can do that without objection. Thank you so much to all of the departments that were here today and to our Property Owner and also to mr. Barnes for coming to speak on this item. Mr. Clerk, call the next and final item . Clerk a review of theup date on recreation and parks departments strategic, operational, and capital plans. Supervisor kim good morning, mr. Ginsberg. We appreciate you being here today and i want to recognize that danny kurn, the operation director, talk and Taylor Emerson and the Strategic Planning analysts are here and theyre available to answer questions and i see that gary mccoy is here as well. If i can modify that a bit. Theyre upstairs in a Capital Planning presentation of his own that i was supposed to be in so hes covering that and i have tillerson who is overseeing, and danny kearn is our operation director and jordan lam berson is here, a chief land plan use owners and gary mccoy from our staff so we have plenty of people to answer questions should they arrive and they are here to cheer me on. Supervisor kim thank you for being here today and one of the civil grand jury recommendations that this board, that this committee took upon was to call a hearing as a followup on your Strategic Operational and capital plan and to also ask some questions that had come up during the civil grand jury process. But before we do that, why dont we start with you, mr. Ginsburg. Thank you, supervisor, and we appreciate the opportunity to present and we take a lot of pride in the work that weve done in the department over the last several years and particularly a lot of work, a lot of pride in our Strategic Planning work which weve taken extremely seriously in the last, you know, three, four years or so and its worth noting that prior to that the last Strategic Plan that was done in the department goes back to 2003. So i thought they would start with if we could flip on the projector very quickly because this was in response to the civil grand jury report and its worth noting the cover of the civil grand jury report which is planning to make our parks each better. I was doodling and it occurred to me, well, thats a good title, right, even better. And we thank the grand jury and, frankly, thank all of you for that work, thats what we want, we want the best park system that we can have. So ill turn back to the presentation now. And start here which is to offer a little bit of highlevel perspective before we can dive into the details which is that we have a very, very, very good park system and thats because of some very good Planning Decisions made a long time ago but its because of the work of numerous generations of the board of supervisors and numerous mayors and numerous general managers and most importantly, you know, generations of hardworking staff of our department, that we are considered and have been for several years one of the Top Performing park systems in the United States. This year we are the very we are the number one park system in the United States, except for minneapolis and st. Paul. And they supervisor peskin they have an incredible park system. They have incredible park systems and they have a lot less density and they have a lot more space and theyre built on the Mississippi River and they have some, you know, they have an incredible park system and i got to be there this summer and actually i particularly loved the railtotrail bike network, the crosstown bike network they had, and they had the benefit of having numerous train lines going north south, east west through, and they have been converted to bike highways with on ramps and offramps and exits and its pretty neat. But this is a sophisticated Evaluation System and the trust for public land annually analyzes the top 100 park systems and they look at a variety of quantitative criteria. And we as the criteria changes a little bit and they add new park systems but we have never in the last several years been lower than five and this year we are at number three, and so overall were doing pretty well and i thought that was an important place to start. The most important part, now turning to our Strategic Plan and the most important part of our stra teami strategein plan r mission and our values and they were refreshed through a rather comprehensive process that was internal, external, literally hundreds of meetings over a yearlong period and we got pro bono assistance from the Harvard Business School Partners program. But our mission is to provide enriching Recreational Activities and pain tain beautiful parks and to preserve the environment for all. Our vision, we boil it down to three simple words we seek to inspire, connect and play. This slide is overlapping a bit and making it very confusing for me and the long version of that is inspiring a more livable city for all and San Franciscos parks connect us to play and to nature and each other. Inspire, connect, play. And our values, and, by the way, i mean, a little bit i think that you all know this but a bit of h. R. Tech talk, you know, a Mission Statement should describe who we are and a vision statement should describe what we appear to b aspire to be ands should aspire how we do our work and in particular i love our five rs and our value statements because this really did come from staff. And these were the words that really resonated most with our 1,000 staff and that was respect, resilience, and we never know what is coming at us and the environment changes need change and relationships, responsiveness and results. So that is a very important part of our Strategic Plan. And now diving a little deeper, in part because, well, in large part because of the passage of proposition b in 201 2015 whiche really, you know, appreciate the support of most of our elected officials and it created a general fund baseline for us that really stabalized our funding. Thank you, supervisor peskin, for acknowledging the joke. It created a baseline. And that is really important to us because we are in the business of not just responding to the crisis of the day or the political need of the day, but we do need to engage in medium and longterm planning and having my first five, six seven years my first i would say five years on the job was really responding to the financial crisis of the day. And we are very Emergency Response driven. And because of proposition b and because the economy is better and, frankly, because you all have had faith in us and the mayor to invest in us a little bit more, our funding system, our operations funding has stabilized and proposition b actually really kind of prevents it from, you know, from the bottom hopefully prevents the bottom from falling out any time in the fea near future and allos to engage in longterm planning and this is our engaging process and its a cycle that goes on all the time and it begins and it does come from proposition b. It integrates both data and philosophy of equity and community feedback, and we end up updating our Strategic Plan each year and reporting how we have done and in the anticipation of the following years budget we have capital plans that are on shorter horizons and focus on not the big Mission Vision values and not our four core values but the tasks that support our strategies and our objectives and that feeds our budget and then we measure and begin the loop again. So this is another kind of look at that. Which shows over a fiveyear horizon, which is our Strategic Plan and, again, the big picture stuff isnt going to move that much and its our Mission Vision values and our strategies and objectives. Where the details lie are in the specific initiatives and how are we going to achieve our objectives and pursue our Core Strategies. And thats what kind of changes on a yeartoyear basis and our Operations Plan and our capital plan are merely a report of the initiatives that we are tackling in every twoyear horriz horizo. So starting with our Strategic Plan, and i think that you have had it before but you have a copy i believe on the dais, our five Core Strategies which are to inspire place, play, investment, stewardship and team. And we really do track all of the initiatives and i think that you have a list of what they are under each strategy and these are these are its a working list. It changes every year as we do new things and you either ask us to do things or the mayor asks us to do things or we come up with new things or the Community Asks us to do things that are, you know, that help us to pursue our Core Strategies so this is a work this part of it is more of a working document. But we do track very carefully things that we said that we were going to try to do, what we have completed, whats in progress, what we havent started yet. And and to the good, this Strategic Plan has been in place, tillerson is 2015 or 20162017, only in place for about two years of our initial batch of initiatives, about 85 of them have actually either been completed or are in progress in some way. And, you know, we talk as staff how to plan to work out for a number of years but were off to a pretty good start. Now what follows are some examples of what this means. So one of our Core Strategies is to inspire great public space and one of our objectives in furtherance of that strategy would be to develop more open space to address the population growth in highneed areas and emerging neighborhoods. We have a number of initiatives in furtherance of that objective but one was to ensure that 100 of San Franciscos residents live within a 10minute walk to a park. And this is something that weve worked on with the trust for public land, it requires a lot of g. I. S. Mapping and requires a lot of collaboration with our sister agencies because we dont oversee all of the open space but it required us to identify where our gaps were, 900 ennis was a gap and shoreview was a gap and, jordan, give me an example of a gap in mission indiscernible . Around the balboa reservoir so we knew where our gaps was and we have collaborated with the agencies for acquired space and the first city in the United States where 100 of our residents actually live within a 10minute walk of a park which is a pretty Outstanding Bench mark. So now we need to turn from, you know, accessibility as measured based on qawptity t quantity tod making sure that our parks are clean and safe and joyous and are inspirational and that is ongoing significant amount of ongoing work. What we do is with the controller for the last several years, we actually do our Park Maintenance scores and our Park Maintenance scores for 2017 came out i think they were issued yesterday and this is our annual report for Park Maintenance standards and we evaluate each one of our parks based on very, very specific criteria four times a year and the controller is the control group

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