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 BusinessSchool 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 in that exercise and we report quarterly and then they issue an annual report. And over the years our performance has definitely improved. This year we are two Percentage Points higher than last years evaluation and our average scores are about 88 . Another example of inspiring public space, that core strategy, is our work with lets play, and they are here with the Community Task force and we identified or the Community Task force identified what were really the 13 most well, the 13 worst playgrounds or the 13 most failing playgrounds in the city and they based that on a couple of criteria and one was the prns presence of arsenic and playgrounds that didnt have that chemical in it but were in Poor Condition in lowincome high youth density serving neighborhoods and we have an overall list of 13 playgrounds, part of the funding to repair those worst playgrounds and were parking with the Park Alliance to raise over 10 million to make sure that each and every one of those playgrounds is renovated. Turning to an example of how our Strategic Plan comes to action under strategy 2, inspire play, one of our objective is to work with the partners and neighborhood groups to activate play, and we, our recreation division, offers 6,000 programs a year, 6,000 in our full service rec centers and our clubhouses all over the city. 80 of which, by the way, are geared towards children and seniors. But we are also able to even offer more whether its unstructured play or permanent activities or community activities. So we take very seriously our effort to partner with the variety of Community Groups that use our parks and one of our initiatives was to support safe bicycling to and through parks and increase the recreational bicycling within the parks and to that end our bike safety project is an example of the actual work, the actual initiative, that accomplished that objective under that strategy. Our development of 17th and folsom is another objective and we worked with a number of Community Groups and a number of city agencies to convert what was a parking lot into a really amazing park, with one of the most Productive Community garden actually almost operates as a little bit of a farm in our system. We have one farm which is alamini farm, but it produces a remarkable amount of food. And Community Gardening and urban farming are an example of a Community Partnership activity that we engage in with furtherance of the strategy. Okay, so from there and those were just a couple of the examples, that was our Strategic Plan. And then we take a little bit of a twoyear window, what is the work that were doing over a much narrower window over a twoyear period of time and that becomes the focus of our Operational Plan and this shows the number of initiatives that have either been completed or launched or are in progress in our operation plan. Notable initiatives now include project life cycle which helps us as a new data tool to help us to imagine our capital renewal cycles and securing a longterm tenant for the former rod and gun club. And were working on the continued expansion of our Trail Network and were working on the ocean beach master plan and we have begun working on how we improve our own Technology Services an