tv BOS Budget Finance Budget Appropriations Committee SFGTV May 18, 2022 1:00pm-7:01pm PDT
i'm really happy to announce we opened our living room on monday which is a space where folks can meet with peers who are really looking to explore their sobriety or maintain their sobriety. excellent three days there, it's a gorgeous space, i would love for you to see at some point, it's relaxing and comfortable and they can reflect on what's important and the steps they are going to take to get there. next slide. so there is a lot going down in the courtyard and connected to a variety of things. one of the most sought after resources is housing and shelter. contractors there, and community services five days a week doing housing assessments, problem solving and placement into
shelter ab housing. h.s.a. doing benefit applications and the service navigators and health navigators are there engaging and connecting them to off-site treatments such as medication assisted treatments, methadone and other residential treatment options. and then also connecting folks with a variety of social services and have pop-up services like hiv and hep c testing. and one of the wonderful things we can provide is transportation to these services, often be a barrier, kind of taking the next step. so a van monday through friday, taxi vouchers, muni passes, and many times they will walk them to a service, take a van ride with them and make sure they get to that connection and sort of, you know, take those extra steps to support somebody in what can be a very scary next step of their lives. next slide. so like i said, we had six weeks of planning, four months of
operating, we have learned a tremendous amount, made improvements and continue to make improvements. we have been responsive to neighbor feedback, brought the services off market street, increased tenting in the back, moved staff development days to not conflict with the farmer's market and are working with the civic center c.b.d. to improve our fence line. and also interacting with guests and getting their feedback, increased the hot meal distribution, made changes to the space to reduce crowding. we have added more comfortable seating and as i just said, implemented a sober space, the living room. i know we have a lot of people here today who are going to give public comment and they can say it better than i can. but wanted to share just a few quotes from some of the folks that have visited us. people don't treat me like i'm a problem, are that gives me hope. i feel safe, if i were to o.d., people are here to watch over us
and save our lives. i like this place a lot, i can get my place together, reconnect with family rather than be concerned about using drugs, i'm not constantly moving around. i like being able to communicate with people and feel safe. so i am here to answer any questions. also dr. cumins is on the line and donna hilliard, executive director of code tenderloin to here to answer any questions. one more thing from the director. >> thank you. supervisors, i have just two nonsubstantive amendments i would like to read to the record. plan to insert additional language on page three from lines 17 through 20. they would read whereas the planning department has
determined the premises temporary use as the tenderloin lincoln center is consistent with the eight priority policies of planning code section 101.1, and is on balance in conformity with the objective and policies of the general plan. and then on page four from lines 9 to 12, adding the words further resolve that the board of supervisors affirms and adopt as its own the findings made by the planning department in the general planning determination on file with the clerk of the board of supervisors and phone number blank, and is incorporated herein by reference, and be it. basically these two minor amendments allow the board of supervisors to make the general plan findings that are contained in the general plan referral letter that is in the clerk's file. thank you. >> chair ronen: thank you so much. before i turn this over to the b.l.a., for people coming for
budget and appropriations, we are still on the morning budget and finance meeting. we have this item and one other item and then we have been going nonstop since early morning, grab like -- wolf down a little lunch for about 20 minutes. so, i would estimate we are going to be back here for budget and appropriations 1:45. >> one more item after this. >> chair ronen: hopeful thinking, thinking 1:45, between 1:45 and 2:00. so, if you want to use your time productively in some other way, feel free. thank you. with that, if we can hear from the budget and legislative analysts. >> thank you, chair ronen. this is for a lease extension on market street, with the landlord by that same name, 1170 market
street l.l.c. used for the tenderloin center, and original lease expires in june, it was entered into under the emergency order so it did not come to the board and now exercising the option to extend for another six months, subject of the board of supervisors approval because the emergency proclamation expired. we show the budget for the services at the tenderloin center this year on page 32 of our report, that does not include the lease costs, about $450,000 and the six months of this year. and will remain that for the next six months as well. now as we show on that page the costs in this year were about a million dollars a month. we also discussed the outcomes of the intervention and the tenderloin center on page 31 of our report. now, i just want to point out
that you know, when the mayor originally declared an emergency in the tenderloin and the board of supervisors approved that proclamation, this body was provided a plan for what was going to happen, you know, as a result of that emergency. the plan did not speak to the period after the emergency, so there's no -- we don't have any documents that describes the plan after march 2022. so i would recommend that the board request that plan from public health. we have the elements what that plan should include to inform your decision making in the upcoming budget on page 28 of our report. and we consider approval to be a policy matter for the board. >> chair ronen: thank you. i think, so i'll start off with
some questions probably for d.p.h. so, i've been to the site, not since the new living room has opened up, i'm excited to see that eventually, and you know, did get to sit down with the team and hear about what's been going on. my office, you know, in the beginning -- well, for quite some time, the first three months of this project met weekly with both dr. cumins and director carroll from d.m. to sort of have a realtime look at learning and what went on there. usage of the center is extraordinary, you know. obviously the need for these services is enormous. i still am a little unclear, you know, as our budget and
legislative analyst stated the long-term plans. so what happens after december, you know, what has been the overall impact on the neighborhood, given the goals for the emergency ordinance, or the emergency declaration in which i supported. but you know, i also understand this is an experiment, it has never happened before, you are learning. literally daily what works, what doesn't, how to help better serve people and often times establishing relationships with people that have serious substance use addiction takes time. so you know, i -- i'm inclined to support this, knowing that we usually have a little bit more information before us to decide given how expensive this
endeavor is. is this the right investment, is it accomplishing the goals we set out to accomplish, we don't have that information. but i'm also willing to continue the experiment and see what we learn, especially because of how much usage the center is getting and that over four months you can't really come to many conclusions in that short period of time. so that's where i'm at. i'll turn this over to supervisor safai. >> supervisor safai: thank you. director penock. >> good afternoon, supervisor. >> supervisor safai: good afternoon. the way the lease was written, a six-month lease with option to extend. is that currently, if we move
past that, what happens to the lease? month to month? >> there is a provision for month to month thereafter, but that's not baked into the lease. that would be custom and practice. what i would anticipate if it's the city's desire to extend the lease is that prior to expiration we would enter into negotiations with the landlord. >> i don't mean before this extension, i mean if this extension were not granted six months, does it go month to month. >> no. >> supervisor safai: it ends. >> under the terms of this lease, yes. if i understand correctly, if we do not exercise the option to extend, and the lease would end at that point. >> supervisor safai: in terms of the desire of the land lord, is there a time period they have set for the use of the building? >> to my understanding, no. this building was vacant for several years prior to this
lease. it is my understanding the landlord would welcome a conversation to extend the city's presence here. >> supervisor safai: ok. >> just going back to the b.l.a., that's not for you, director, just back to the b.l.a. point about in terms of the monetary allocation for services at this site, director, there is an intention, it seems, that the mayor will be making a commitment to services at this site in the upcoming budget? is that correct? >> yes, the mayor in the proposed june 1st budget the mayor will be speaking to the level of services that will be happening at the site. >> supervisor safai: that seems
to be, what we are being asked to do is extend a lease without understanding exactly what the allocation is for level of services, and what the plan for those services are based on the b.l.a. analysis. has the department of public health, are you with department of public health? >> yes. >> supervisor safai: and do you have a plan in place that details the tenderloin initiative budget? >> tenderloin center budget, yes. we have submitted a budget to the mayor's budget office and we are waiting for feedback at this point. >> how do you respond to the b.l.a. analysis of the cost effectiveness of it? have you seen the b.l.a. report? >> i have seen the b.l.a. report. i think what is -- what i want to echo what supervisor ronen said it is really difficult to measure the effectiveness of this program when we have only
been in operation four months. i think we need more time to really understand the impact both on the neighborhood and on individuals. one of the challenges of this project was how fast we set up and were not able to adequately set up the data systems that have really captured all of the work that we are doing on-site and off site. and we have -- we are really working on those data systems to really capture the wonderful connections and the wonderful suck sees. we are making connections to folks and to services every day. yesterday i heard a story of two folks what were escorted over to methadone by our service navigator, one person connected with mental health services, immediately to psychiatric meds and ongoing services and i want to make sure that we can reflect those advisories both in data and tell the stories and we need
more time to do that and see whether this intervention is effective and cost effective. >> supervisor safai: wasn't that part of the intention, the intention was to move quickly so we were not really given the opportunity to set that up. >> yeah, absolutely. i think we needed to respond urgently to what is an alarming amount of people dying on the streets unnecessarily so it was important to start serving people first and put in data systems and increase the effectiveness of those so they really reflect what is happening and the wonderful work happening every day. >> supervisor safai: are you able to provide us with that plan? >> when you say that plan, are you speaking to the budget -- >> the plan from the department of public health that would detail the budget for this initiative and that would include some of the cost effectiveness, service goals and long-term service capacity constraints. i mean, i think one of the things i see in the b.l.a.
analysis is purely on residential substance abuse treatment they have a similar type program, referral and cost per person, and then they have -- they compare that to some of the costs per connection here, if you are just doing simple math, based on the numbers. comes out to almost $38,000 per person per connection. so i don't know if we can accurately evaluate that right now. >> supervisor safai: can you tell me what you think is the most unique aspect of this site? people are coming in and referring them to services. what is the unique nature that you think is hard to evaluate at this time?
>> unique nature, what i believe, is our range of services that we offer. the extremely low barrier service that we provide that really invites a lot of folks in who are very hard to reach and have been hard for this city to reach. i, it's also the collective impact approach we are taking, the number of city departments and non-profit providers who are on the site bringing their collective strengths and resources to really wrap around the person, build those relationships, and when somebody is ready it's the opportunity to be there when they are ready with that right opportunity and that right support. and when i say it's hard to evaluate, i think what we need is give some time for the data systems to get in place, the staff transitioning into place so we can capture the wonderful work that's happening there, and i think we will be able to do that, and what i'm hoping we can do, we are asking for a six-month extension right now, not a long time, but we work so
incredibly hard every day to make improvements to the site. let us come back and talk to you in six months. i think we'll have a better understanding of how effective the services and what the cost effectiveness of it is. >> supervisor safai: do you think you'll be able to put that plan together that i ask, that i referenced? >> and when you ask the plan, right now can we show you the budget, yes, we can do that. >> supervisor safai: i don't have any other questions. >> chair ronen: before i turn this over to supervisor mar, i wanted to make another announcement to any departments that are here for the budget and appropriations committee meeting. we are still in the morning budget and finance committee meeting. i estimate we are not going to start the budget and appropriations committee meeting until 2:00, so i wanted to give you an opportunity to get a cup of coffee, or do something else in the meantime. i just hate to see you all waiting around, i'm so sorry for
the delay and being behind. supervisor mar. >> supervisor mar: thank you, chair ronen. i wanted to start by saying i appreciate all the work that d.p.h. and the many community partners have done in creating this new experiment and model for addressing a range of different urgent issues, particularly at this location, the epicenter i think of a lot of the challenges. but i do share my, some of the concerns about reflecting my colleague's comments. it's more about like wanting to understand what the community impact is, has been and will be for this important effort and then also the cost effectiveness. because i appreciate how the budget and legislative analysts compared it to the center in some, that's about a third of the cost of this, and i know the figures are not totally
transferable. but i just had one question, and maybe i missed this earlier because my colleagues asked. the lease extension is for six months to the end of the year. is it h.s.a. -- or city's intention to continue the program for more than beyond that? and if so, what is -- how does that relate to the lease extension only extending to the end of the year? >> good question. first i just want to say i share all of your concerns and i'm deeply wanting to understand the answers to these questions and find the right service model to really have the maximum amount of benefit to the folks that we serve. and i think one of the things i did not talk about was just what can be very frustrating for all of us, but that the slow pace of change sometimes, so not only allowing us to get our operations going, but also to allow us to build those relationships and really work with people over time, to really make change in their lives.
and so yeah, i think that our intention is to operate the site beyond december 31st. this was just what we were allowed to extend in the current lease extension. the department of public health is looking at other sites as well that might serve various purposes in the departments and may actually really help us to build an even better program through co-location of other services like the b.h.s. pharmacy, etc. we don't have answers on that today, but hopefully we will have answers on those items soon. >> thank you. and i'm supportive of this lease extension. >> chair ronen: can we open this item up for public comments. >> members of the public when wish to speak on the item and joining us in person should line up now along the curtains. for those remotely,
1-415-655-0001, 24852951638, press pound twice. once connected, star 3 to enter the speaker line. please wait until the system indicates that you have been unmuted and that will be your cue to begin your comments. i would like to invite our first in-person speaker up to the lecturn. >> good afternoon, supervisors. dale seymour. you all know me, i spent 35 years in the tenderloin. 18 years walking around like a zombie stoned on drugs, that's the hat i've got on today. i have a lot of hats in the community, that's the hat i want to put on today. i've been clean 12 years. you talked about the cost. my sobriety is worth more than $30,000. it could be hundreds of thousands where i feel i got help from the city way back. so this means a lot, and one of
the supervisors mentioned the word experiment, this ain't no experience mernt. you don't experiment with people, you experiment with robots, teslas, rocket ships going to the moon, you don't experiment with people. they are not experiment in the tenderloin. this is dedicated service. last week on my own dime i flew to new york and went to harlem to visit the lincoln center in harlem on 126th street. based on the chronicle article where the reporter went two weeks ago before me. i was blown away at their ability to help folks and their dedication and their full support of the city of new york behind that center. we got so many stories here, you asked about, give me an idea, we had a family, now they had a family walked into the lincoln center two weeks ago with five kids. sleeping in their car. that's seven people sleeping in
the car. and they handled it. is that worth 30,000, hell yes. so, please give a concern this is new, i admittedly said a lot of the folks doing this didn't know how to do it, it's the first time. so, it's only four months, brand-new, brand-new. please give us a chance to extend this program. it means a lot, maybe not as much to me or you but tyrone and sheila who is down there right now, that's what it means to. thank you for this time. >> thank you for your comments. >> hello, i've been -- we started off when everybody was in tenderloin did not have a hotel to stay in, they came and asked us to let them know they were coming to get them, so we have been doing this work for a while. we connect with the community. we have people that come to the center and they want help, you
know. they want to make sure they get the services because y'all giving money to programs in different places but they are not doing what they are supposed to do. and i have some people that will be speaking about that. they keep on coming back into the lincoln center because when we had made that move where they go out, some of the stuff is just not fair. and this is a good program. we have tooken people when there was covid off the streets, brought them and employed them. we are doing the same at the lincoln center. we are making change. people are getting jobs. not just for cold tenderloin, but other places. some are doing coding classes, jrp class, this program is working. the city, y'all have a chance to
make this homeless thing turn around. it's up to y'all. >> thank you, gina collins, for your comments. >> good afternoon, everyone. eric rose, from cold tenderloin, and thanks out to the lincoln center. if it weren't for them, it would be a lot of issues out here in the streets. i had a gentleman come to me one saturday, he wanted to get his self clean and he wanted housing. so one of my co-workers, miss nina, we got together and we got him shelter for the weekend. that monday morning he was back down there, he got his shelter bed, he got his resume' together, and then he ended up getting him a job and got his own place now. and i really, you know, we need the lincoln center for our help. thank you. >> thanks so much for your comments. next speaker, please. >> hi, nina foster, i lived the
t.l., i was out there using drugs, i was stealing, breaking windows, robbing stores, robbing people and everything. with the help of cold tenderloin, giving me a place where i can get myself together and help others. that's what we do. it's a good -- a good place. it helps people, house people. we got people from the streets coming in with suicidal, we take them in, take them to mental health places. people are coming in telling us that they need a drug program,s we take them. we get them there, we take them. we talk to them first, you know, we let them know we care. you have to let these people know you care, you know. we take them to the drug programs, they come back with stories thank you for helping us, we got four months clean, you know, it helps a lot from people being on the streets, using drugs, where kids have to walk down the street. knowing that we have the lincoln
center, they can go in there and do what they do and feel comfort and. we save their lives. give them opportunities where they can get on g.a., food stamps, get housing, and they are coming for the support. to eat, to get clothes, to take a shower, they didn't have that on the streets. you have people on the streets doing troubled things but when they come and get the love and caring from us, they don't go out on and do the same thing no more. you should give us the opportunity, funding we need to keep the program going to give the people the help and support they need out there for they won't be doing all kinds of things they shouldn't be doing. just give us that opportunity to help us, you know. it's all a learning game for all of us. we all have to learn something in life. so, give us the opportunity, we can teach them and get guidance for ourselves. >> thank you, nina.
>> thank you. >> thanks so much for your comments. next speaker, please. >> good afternoon, my name is tenish, my husband pierre. we recently just came back to san francisco, we were here earlier. once we got back we went to another agency we were familiar with to obtain services and found out they didn't have services anymore and it took a lot of, well, i won't say that. it didn't take a lot of effort. once we learned about the lincoln center, we found out they had everything we needed. the young lady that just spoke before myself, i've literally been able to see her turn her life around through the cold tenderloin and everything. so, this program is definitely needed. thank you for letting me share. >> thanks so much for your comments. next speaker, please.
>> board of supervisors, good afternoon. my name is robin smith. i've been a resident here over 30 years. i have never in my life seen how this city can go and get run down. never in my life did i expect to see san francisco collapse. but the reason i'm here is to let you know that these people right here have saved more lives, including myself, by their kindness, their love, and compassion, thank the lord, that anybody i've ever known. and i'm a -- the way i see it, if we do things together we can
get things done. but if we quarrel about it, bicker about it, ain't going to get done. these people don't do that, they get things done. and supervisors, thank you for listening to me. but that's all i have to say. support these people. they need all the support they can get. >> thank you robin smith for your comments. next speaker, please. >> good afternoon, chairman and everybody else. julie, i was born and raised in san francisco. and san francisco has been run down, but the lincoln center and these people open their arms to us and they showed us that even what color you are, whatever, they are going to support you, physically mentally and spiritually and they have helped me more than than i could ever imagine. and don't close the doors to them. keep the doors open. we need this. because other agencies, more or less -- more or less all over
everywhere else, nobody does what they do and we need that. and thank you for your time. >> thank you so much for your comments. next speaker, please. >> good afternoon, my name is elgin rose, sr., director, a resident of the tenderloin 30 plus years and like they say, never has there been opportunity to touch so many people and just without -- without no prevention, just let folks come in and say from the minimal things they need to centralizing like hot team and department of health and service after service and just right here in the middle of the tenderloin, and what we have done in over 100 days was, i mean, up to 500 people come a day, and if you multiply $6.25 times 400, you get the 450 we are looking. $6 a day. and people are opening up to
these services that they think they are not available. and so we need to continue to give that invite to the folks, they are sleeping in the cold and doing drugs, just totally gave up. they are coming in, seeing a ray of hope, they are excited about life, and with the partners that we have in this project the sky is the limit for the tenderloin and homelessness as a whole in san francisco. please believe and keep an eye on this project. thank you. >> thank you for your comments. >> good afternoon, board of supervisors. i came with data and numbers, but after hearing everyone speak i just want to tell you please, we are doing something phenomenal in this space. we call it the t.l.c., the community has named it t.l.c., not the lincoln center, because when they come in there we are giving them hope and what we have looked for solutions, right, for homelessness, drug addiction. we all know one of the biggest
weapons we have is inspire that person to let that person see there is a light at the end of the tunnel. so including myself, everyone on the team comes from lived experience and we are able to talk the language, we are able to understand what they are going through. this is something that maybe a doctor can't do because they have not slept a night on the street and don't understand what it means when a mice runs past you and how you feel and how you need to stay awake, somebody might try to rape you, right. we are seeing women come into the space who have been trafficked, they feel comfortable to come in, there's no police, they have someone that will take them in. there is stories after stories after stories we are seeing 400 to 500 people a day, not everyone, and i want to say this and want people to hear this, not everyone coming into that space are drug users. we are seeing people who are just lost in the shuffle who have lost hope, you know. we have veterans coming into that space, we have seniors
coming into that space, they are looking for help. san francisco has done amazing job, we have so many resources but when you cannot see the resources because you are on the ground, you need someone to help you navigate them, and that's what it is doing, peer-to-peer support, helping get to the wonderful services you have provided in san francisco. thank you for your time, please support us. >> thank you so much for your comments. that concludes our in-person speakers in the chamber, do we have any callers on the telephonic line. >> we did hear you. if we can go for the next one. >> yes, we hear you.
>> hi, my name is robert hoffman, i'm a community contractor with chapped and population health at d.p.h. and i've been deployed to the tenderloin center since the start of the mayor's tenderloin initiative emergency. i just want to just kind of speak to what i've seen. i think this model in itself is like, you know, it is taking people in, and people are attracted to it, and what it's doing is it's kind of meeting people's basic needs, offering them support and comfort, and then it kind of is wrapping, you know, like on-site and navigation to off site services around people so that you know, people often, who are experiencing homelessness, are not able to access services because they are trying to meet
their very basic needs. and in this program, it's the first program that i can think of in san francisco that is doing this by meeting everyone's basic needs and then having the wonderful staff and all the wonderful community partners, 360, urban alchemy, everyone just like attending to people, having that shared experience, and you connecting with people. and so people are getting their basic needs met and then you are willing to maybe look at other things and this stuff is happening. so, i appreciate everyone's support for this project. and i hope we continue to go with this model. thank you. >> thank you, robert hoffman, for your comments. can you confirm that was our last caller in the telephonic line?
that was the last caller, madam chair, no further speakers here in the chamber. >> chair ronen: public comment is now closed. i first of all just want to thank everyone from code tenderloin and residents who have used the center for coming out and speaking. the staff of d.p.h. is excellent at giving an explanation, but hearing from people with lived experiences talk about their experience with the center or providing services at the center is extremely compelling. thank you so much for your work. thank you so much for coming out here today and speaking to us. as dell said, it's not -- we have limited dollars to serve enormous needs and we always are
trying to figure out what's the best use of those dollars to serve the needs. i am very intrigued by the -- this experiment, and i do believe it's not like anything that we are doing anywhere else in san francisco and i'm really, you know, i've been watching it extremely closely because i think we are going to -- we have learned and we are going to continue to learn a lot from the center. so it's hard for us on the board when we don't have long-term plans and this, you know, arose as an emergency and didn't have much of a plan and enormous amount of money to ok the massive contracts without having much information. but we are also collectively doing our best to serve a crisis on the streets and learning as
we go. and i'm well aware of that and am learning, doing this learning with you as we go along, and i think it makes sense to continue this lease for another six months as we continue this learning together. but as it's open longer and longer, we'll need more and more answers and we all know that. so thank you again for coming out today and, oh, supervisor safai. >> supervisor safai: thank you. i just want to thank all the folks that came out from the community. i think it's really important to hear about people's lived experiences. we did a program last year, you all might know, positive directions equals change. we, i led that effort to ensure that got funded because community was asking for an abstinance-based therapeutic community, similar to what you do in terms of sharing your lived experience, helping surround those in need with
services and then helping to direct them speaking from your own personal experience. so, for me that is a phenomenal, phenomenal thing you are doing. whether we come into this room on the budget committee, we have to look at it through the lens of just the numbers, right. and so how much are you getting for what you are putting in, and i understand, dell, you can't put a price on the amount of money that it takes to turn someone's life around. and of course, we are dedicated to that in this chamber. so i'm willing to support this today. i really appreciate you all coming out and sharing your experiences from the heart. i know it's not easy to do that publicly, so i want to recognize that and i also want to say i look forward to continuing to work with you all on hopefully this will continue to be a success. we will look forward to the mayor's budget and how they detail what additional services and money is put into this. and i'm happy to put efforts
behind innovative ideas and look and see how we can get better outcomes for the money we put in. so, we will look at that further when the mayor puts the proposal forward in terms of what the commitment is. but right now what's in front of us as i was reminded the other day is the contract extension for a lease. so, i'm happy to support that contract extension and then we will come back to the further conversation of additional services and a plan. it would be so that the department of public health knows, we would like to see a plan in terms of the budget once it's approved by the mayor. we will see that budget and how you intend to spend those services and what the true objective is for this t.l.c. center as folks from the community renamed it the t.l.c. site. thank you, madam chair. >> chair ronen: i would like to make a motion to send it to the full board with positive recommendation. can you take a roll call vote.
>> with amendment. >> chair ronen: first i have to amendment it. i would like to make a motion to amend this item as detailed by the director. >> yes, on the motion to amend this resolution as offered by department of real estate. [roll call vote taken] >> chair ronen: thank you, now make a motion to send the item to the full board with positive recommendation as amended. >> the motion to forward the resolution to the full board with the positive recommendation as amended. [roll call vote taken] >> three aye. >> chair ronen: thank you so much. >> thank you, everyone. can you please read item number 13. >> 13, resolution approving the send amendment to grant agreement between five keys school and programs and supportive housing, and next door shelter, increasing the
grant amount by approximately 22.7 million for total amount of approximately 32.4 million, extending the grant agreement from june 30, 2022, to june 30, 2025. and five one-year options to extend the city's discretion, and enter into amendments or modifications prior to the final execution by all parties, and did not materially increase the obligations or liabilities to the city and are necessary for purposes of the grant. members of the public joining us remotely call 1-415-655-0001, 24852951638 and pound twice. press star 3 to enter the speaker line. please wait until the system indicates you have been unmuted and your queue to begin your
comments. >> chair ronen: emily cohen i believe is on the line to present. >> good afternoon chair ronen members of the committee. emily cohen. i'm here before you today with an amendment to the, second amendment, excuse me, to the branch agreement with five keys for ongoing operations of the next door shelter. resolution before you would approve the second amendment to our grant agreement for shelter operations and services. extends the term by three years for a total term of december 1, 2020, to june 30, 2025. continue services t he same level, increasing not to exceed amount by 22.7 million to account for the additional three years of operation. the annual budget is approximately $6.8 million for
this shelter program. as background, next door closed in june 2020 due to the pandemic and then the site reopened under the operations of five keys. and the site can support up to 334 guest at full capacity, although we are currently operating at a covid informed capacity of 248 guests. since the project reopened, the shelter reopened, it served 618 people, providing a safe place to be, food, services, showers, the robust services provided by shelter. and i am happy to stop there and of course take any questions the committee has. >> chair ronen: thank you. we have a report from the budget legislative analyst. >> this resolution approves the
first amendment to the existing agreement with five keys to operate a congregate shelter at 1001 polk street. extends the existing agreement through june 2025, and not to exceed by $32.4 million. we show the budget on page 39 of the report, of our report, we did have a recommendation at the time we were writing this report, the monitoring report for this provider was not available, but we did get that last night from h.s.h. so we do recommend approval of this resolution. >> i'm sorry, through the chair, can you repeat the last thing you said. >> when we issued the report, a recommendation to provide this year's program monitoring report on this particular site, which was not available at the time our report was published. we did get a copy of that report last night so we are recommending approval. we did not see any issues in the
report. >> chair ronen: great, thank you so much. my questions, colleagues? >> supervisor safai: yes. >> chair ronen: supervisor safai. >> supervisor safai: deputy director cohen. >> good afternoon. >> supervisor safai: good afternoon, how are you? >> doing well, sir. thank you. >> supervisor safai: good. one of the questions, one of the things i saw in here the size of this grant, extension of it, i understand is three years. but it's growing exponentially from the original amount. over 234%. can you talk about that? i understand it's a number of years, and you've provided the monitoring, on-site monitoring report. can you talk about the on-site monitoring report since we did not have access to that information? >> yes. absolutely. so, the on-site monitoring report we have done in the past
year as a desk audit due to the restrictions of covid, but on-site monitoring, and five keys is meeting all the expectations in terms of the services provided, guest satisfaction, and being able to keep the site in good working order. so, we are continuing to work with them to ensure that the site satisfaction, increase the rate of completion of those, as well as connecting folks to coordinated entry, but generally found the shelter is, is functioning very appropriately and meeting the needs of the guests. >> supervisor safai: and then in
terms of -- in terms of just because i've always known five keys as providing, i mean they started as a program that provided high school diplomas with the sheriff's department for those that are adults in county jails, how long, and i understand you issued an rfq, which i appreciate. how long has five keys been in the shelter business for single adults? >> absolutely. i believe the first contract we entered into with five keys to operate navigation centers and shelters was at the embarcadero safe navigation center. that was before the pandemic, i want to say 2019, they also operate the bay shore navigation center, they have operated several hotels, they also recently were awarded a contract to operate a new housing site in
partnership with h.s.h. and as five keys has grown statewide they have taken on more and more housing and homeless services. i believe staff from five keys is on the line to give public comment but they have developed a robust and very successful shelter and housing component of the work that they do. not just in san francisco, and so we have found them to be an incredibly -- i'm sorry, the bay shore was the first with h.s.h. and then contracted embarcadero as well, so a very strong partner and appreciate how much work during the pandemic to operate safe hotels as well. >> supervisor safai: and how many people responded to the rfq you issued, number 130? >> let mow -- i don't think i have that information in front of me with you can get it
quickly. >> supervisor safai: that's fine, you can follow up. i was curious, just looking at the report in terms of the analysis of qualifications and previous demonstrating capacity. but seems as though they have done work with you over the years so you feel comfortable with their capacity to deliver the service. and i appreciate the fact you did an rfq. i don't have any additional questions. thank you, madam chair. >> chair ronen: thank you so much. open the item up for public excellent. >> members of the public in person should line up now, remotely, 1-415-655-0001, press pound twice, star 3 to enter the speaker line. we have no in-person speakers in the chamber. can you unmute the first
speaker. >> hello, my name is megan fallen, calling as a director of five keys but also as a strong advocate for unhoused neighbors in san francisco. i've worked in homeless services in san francisco for the last six years, and worked for five keys for nearly three years. and i've seen over and over how shelter can change lives. i'm super excited to share with you today and five keys is honored to provide shelter services at next door. runs a variety of different shelters, hotels, nav centers and phh in the bay area, and given the opportunity to run next door, we were super sighted. it's a safe place for folks to stay and the hope is that they are connected to permanent housing. we have case managers that help our guests get stabilized, medical services for folks who
need care and focus on building community with every interaction we have with our guests. thank you for your consideration and support for this agreement. >> thank you, megan, for your comments. do we have any more speakers in the queue? that completes our chair. >> chair ronen: public comment is now closed. i would like to make a motion to send to the full board with recommendation. >> on that motion to send the resolution to the full board with recommendation. [roll call vote taken] three aye. >> chair ronen: thank you, item 14. >> a resolution approving the first amendment to the grant agreement between bayview hunters point foundation, and the department of homelessness and supportive housing to provide shelter operations and services at the bayview safe navigation center, increasing the grant agreement amount by approximately 17.1 million for a
total amount not to exceed 26.6 million, extending the grant agreement term by 36 months. december 1, 2020, through june 30, 2025, and amendment, prior to the final execution by all parties and did not materially increase the on gauges or liabilities for the city and necessary to effectuate the purposes of the grant. members of the public joining us remotely and wish to comment please call 1-415-655-0001, 24852951638, and pound twice, and then 3, and the system will indicate when you have been unmuted. madam chair. >> chair ronen: update for those here for the afternoon budget and appropriations meeting, we are still in the morning meeting, budget and finance.
new estimate of time will come back and start that meeting around 2:20. so please feel free to get a cup of coffee or do something else in the interim. miss cohen, could you please try to keep this presentation very short? >> absolutely, chair ronen. thank you very much. we are here before you with a contract amendment for the bayview safe navigation center. this would extend the contract to june 30, 2025, and increase the not to exceed amount to $26.7 million, continuing services at the same level. annual budget for the shelter that is offered in partnership with bayview hunters point foundation, about $5 million annually. project first opened in january 2021, and can serve 186
adults and 17 families. it's in a beautiful newly constructed facility in the bayview neighborhood and just really incredible partnership with bayview hunters point foundation, appreciate their collaboration, i'll take any questions. >> chair ronen: thank you so much. b.l.a. >> this resolution approved the first amendment to the bayview hunters point foundation, grant agreement which operates the bayview safe navigation center, extends the existing agreement through june 2025 and not to exceed amount by $26.7 million. as we show on page 44, annual cost is approximately $5 million, and you'll see that is a decrease from the current year of $6 million, and my understanding from the department is that they are going to add a case management to this side that will increase the annual cost, accounted for
in the contingency budget of the existing contract. we do -- we are not able to review this year's program monitoring report so we do recommend that the department provide that report which i understand is underway to the full board prior to the full board approving this resolution but we do recommend approval, assuming there is no issues in the performance monitoring report. thank you. >> chair ronen: thank you, and to miss cohen, can you get us the performance monitoring report between now and tuesday when we have to make the full -- we have to make the final decision at the full board? >> i do not think i can get it to you by tuesday. the work is underway, but we have not will regular meetings with the provider, regular
visits, not a lot of -- our shelter monitoring staff has been impacted by covid this last couple of weeks and so we do have some minor delays getting the report out. we expect to have this well -- i think we can have it before the full board. >> chair ronen: that's tuesday. >> okay. i think -- we could get this for you -- possible. i can't commit to next tuesday. >> chair ronen: what i'm going to do, send this out to the full board without recommendation and then if we don't get the report in time, we might continue it at the full board. so, but first of all, we'll set it up for public comment. >> chair ronen, we have the site visit as part of the monitoring scheduled for may 23. so the report would be available following that site visit.
life. >> thank you so much for your comment. can i confirm that was the last caller? madam chair, that concludes our queue. >> public comment is now closed. [gavel] like to make a motion to send this item to the full board without recommendation. >> on that motion to forward to the full board without recommendation, vice chair safai. >> aye. >> member mar. >> mar, aye. >> chair ronen? >> we have three ayes. >> a thank you so much. that passes unanimously. mr. clerk, do we have any other items on this agenda? >> no, madam chair this, concludes our business. we are going to meet back here for the budget and appropriations committee meeting at 2:25. and we'll be looking at the schedule to make some changes in the future. i'm so sorry and really hate wasting people's time, so i
>> shop and dine in the 49 promotes local businesses, and challenges residents to do their shopping within the 49 square miles of san francisco. by supporting local services in our neighborhood, we help san francisco remain unique, successful, and vibrant. so where will you shop and dine in the 49? >> i am the owner of this restaurant. we have been here in north beach over 100 years. [speaking foreign language] [♪♪♪]
it across the city. [♪♪] the tenderloin is home to families, immigrants, seniors, merchants, workers, and the housed and unhoused who all deserve a thriving neighborhood to call home. the tenderloin emergency initiative was launched to improve safety, reduce crime, connect people to services, and increase investments in the neighborhood. >> the department of homelessness and supportive housing is responsible for providing resources to people living on the streets.
we can do assessments on the streets to see what people are eligible for as far as permanent housing. we also link people with shelter that's available. it could be congregate shelter, the navigation center, the homeless outreach team links those people with those resources and the tenderloin needs that more than anywhere else in the city. >> they're staffing a variety of our street teams, our street crisis response team, our street overdose response team, and our newly launched wellness response team. we have received feedback from community members, from residents, community organizations that we need an extra level and an extra level of impact and more impactful care to serve this community's needs and that's what the fire department and the community's paramedics are bringing today to this issue. >> the staff at san francisco community health center has really taken up the initiative of providing a community-based outreach for the neighborhood. so we're out there at this
point monday through saturday letting residents know this is a service they can access really just describing the service, you know, the shower, the laundry, the food, all the different resources and referrals that can be made and really just providing the neighborhood with a face, this is something that we've seen work and something you can trust. >> together, city and community-based teams work daily to connect people to >> hello everyone. welcome to the bayview bistro. >> it is just time to bring the community together by deliciousness. i am excited to be here today because nothing brings the community together like food.
having amazing food options for and by the people of this community is critical to the success, the long-term success and stability of the bayview-hunters point community. >> i am nima romney. this is a mobile cafe. we do soul food with a latin twist. i wanted to open a truck to son nor the soul food, my african heritage as well as mylas as my latindescent.
>> i have been at this for 15 years. i have been cooking all my life pretty much, you know. i like cooking ribs, chicken, links. my favorite is oysters on the grill. >> i am the owner. it all started with banana pudding, the mother of them all. now what i do is take on traditional desserts and pair them with pudding so that is my ultimate goal of the business. >> our goal with the bayview bristow is to bring in businesses so they can really use this as a launching off point to grow as a single business. we want to use this as the opportunity to support business owners of color and those who
have contributed a lot to the community and are looking for opportunities to grow their business. >> these are the things that the san francisco public utilities commission is doing. they are doing it because they feel they have a responsibility to san franciscans and to people in this community. >> i had a grandmother who lived in bayview. she never moved, never wavered. it was a house of security answer entity where we went for holidays. i was a part of bayview most of my life. i can't remember not being a part of bayview. >> i have been here for several years. this space used to be unoccupied. it was used as a dump. to repurpose it for something like this with the bistro to give an opportunity for the local vendors and food people to come out and showcase their work. that is a great way to give back
to the community. >> this is a great example of a public-private community partnership. they have been supporting this including the san francisco public utilities commission and mayor's office of workforce department. >> working with the joint venture partners we got resources for the space, that the businesses were able to thrive because of all of the opportunities on the way to this community. >> bayview has changed. it is growing. a lot of things is different from when i was a kid. you have the t train. you have a lot of new business. i am looking forward to being a business owner in my neighborhood. >> i love my city. you know, i went to city college and fourth and mission in san
francisco under the chefs ria, marlene and betsy. they are proud of me. i don't want to leave them out of the journey. everyone works hard. they are very supportive and passionate about what they do, and they all have one goal in mind for the bayview to survive. >> all right. it is time to eat, people. >> in the bay area as a whole, thinking about environmental sustainability. we have been a leader in the
country across industries in terms of what you can do and we have a learn approach. that is what allows us to be successful. >> what's wonderful is you have so many people who come here and they are what i call policy innovators and whether it's banning plastic bags, recycling, composting, all the different things that we can do to improve the environment. we really champion. we are at recycle central, a large recycle fail on san francisco pier 96. every day the neighborhood trucks that pick up recycling from the blue bins bring 50 # o tons of bottles, cans and paper here to this facility and unload it. and inside recology, san
francisco's recycling company, they sort that into aluminum cans, glass cans, and different type of plastic. san francisco is making efforts to send less materials to the landfill and give more materials for recycling. other cities are observing this and are envious of san francisco's robust recycling program. it is good for the environment. but there is a lot of low quality plastics and junk plastics and candy wrappers and is difficult to recycle that. it is low quality material. in most cities that goes to landfill. >> looking at the plastics industry, the oil industry is the main producer of blastics. and as we have been trying to phase out fossil fuels and the transfer stream, this is the
fossil fuels and that plastic isn't recycled and goes into the waste stream and the landfill and unfortunately in the ocean. with the stairry step there will be more plastic in the ocean than fish. >> we can recycle again and again and again. but plastic, maybe you can recycle it once, maybe. and that, even that process it downgrades into a lower quality material. >> it is cheaper for the oil industry to create new plastics and so they have been producing more and more plastics so with our ab793, we have a bill that really has a goal of getting our beverage bottles to be made of more recycled content so by the time 2030 rolls around t recycle content in a coke bottle, pepsi bottle, water bottle, will be up to 50% which is higher thatten the percentage in the european union and the highest percentage in the world.
and that way you can actually feel confident that what you're drinking will actually become recycled. now, our recommendation is don't use to plastic bottle to begin w but if you do, they are committing to 50% recycled content. >> the test thing we can do is vote with our consumer dollars when we're shopping. if you can die something with no packaging and find loose fruits and vegetables, that is the best. find in packaging and glass, metal and pap rer all easily recycled. we don't want plastic. we want less plastic. awe what you we do locally is we have the program to think disposable and work one on one to provide technical assistance to swap out the disposable food service to reusables and we have funding available to support businesses to do that so that is
a way to get them off there. and i believe now is the time we will see a lot of the solutions come on the market and come on the scene. >> and is really logistics company and what we offer to restaurants is reasonable containers that they can order just like they would so we came from about a pain point that a lot of customers feel which wills a lot of waste with takeout and deliver, even transitioning from styrofoam to plastic, it is still wasteful. and to dream about reusing this one to be re-implemented and cost delivery and food takeout. we didn't have throwaway culture always. most people used to get delivered to people's homes and then the empty milk containers were put back out when fresh milk came. customers are so excited that we
have this available in our restaurant and came back and asked and were so excited about it and rolled it out as customers gain awareness understanding what it is and how it works and how they can integrate it into their life. >> and they have always done it and usually that is a way of being sustainable and long-term change to what makes good financial sense especially as there are shipping issues and material issues and we see that will potentially be a way that we can save money as well. and so i think making that case to other restaurateurs will really help people adopt this.
>> one restaurant we converted 2,000 packages and the impact and impact they have in the community with one switch. and we have been really encouraged to see more and more restaurants cooperate this. we are big fans of what re-ecology does in terms of adopting new systems and understanding why the current system is broken. when people come to the facility, they are shocked by how much waste they see and the volume of the operations and how much technology we have dedicated to sort correctly and
we led 25 tours and for students to reach about 1100 students. and they wanted to make change and this is sorting in the waste stream they do every single day and they can take ownership of and make a difference with. >> an i feel very, very fortunate that i get to represent san francisco in the legislature and allows me to push the envelope and it is because of the people the city attracts and is because of the eco system of policy thinking that goes on in san francisco that we are constantly seeing san francisco leading the way. >> kids know there's a lot of environmental issues that they are facing. and that they will be impacted by the impact of climate change. they will have the opportunity to be in charge and make change
and make the decisions in the future. >> we are re-inventing the way the planet does garbage founded in the environmental ethic and hunger to send less to landfills. this is so many wonderful things happening in san francisco. i feel very fortunate and very humble to live here and to be part of this wonderful place.
>> the meeting will come to order. this is the may 18, budget and appropriations meeting. the meeting will come to order. this is the may 18 budget and appropriations meeting. i'm supervisor hillary ronen chair of the budget and appropriations committee and joined by committee members ahsha safai, connie chan and joined by others later. i would like to thank our clerk and sfgov tv for broadcasting the meeting. i want to apologize to all the departments for the delayed start and thank you so much for being patient and so kind to us all. really appreciate you all. with that, mr. clerk, do you
have any announcements? >> a friendly reminder to silence the public comment taken on this item on the agenda. that person will be commenting first. the public comment number is 415-655-0001, and enter the meeting i.d. of 2485 295 1638 and press pound twice. when connected you will hear the meeting discussions and will be muted and in listening mode
only. when your item of interest comes up and public comment is called, for those joining us in person should line up to speak and those on sell phone should be added to speak and turn down the tv and all listening devices you are using. we will take public comment from those attending in person first and go to the public comment line. email them to myself to the budget clerk. and if you submit public comment via email, it will be forwarded to the supervisors and included as part of the official file. you may also send your written comments to u.s. postal service and to the office at city hall, 1 dr. carlton b. goodlett place. and madam chair, that concludes my comments.
>> thank you, mr. clerk. please read items one through three. >> the contract amendment and arbitration board and retirement system. for fiscal years 2022 to 2023 and 2023 to 2024. and item 2 is the proposed budget and appropriation ordinance appropriating all estimated receipts and estimated expenditures for said departments as of may 1, 2022 for fiscal years 2022 to 2023 and 2023 through 2024. and item three is a proposed
annual salary as of may 20, 2022. members should call 415-655-0001 and the meeting i.d. is and dial star 3 to line up to speak. the system prompt will indicate that you have raised your hand. when the system indicates you have been unmuted, you may begin your comments. awe thank you so much. welcome to the first day of hearings on departmental budgets. each department will make a 5-minute presentation on the proposed budget and i have asked them to specifically discuss their staffing levels, va can sis and plan to fill vacancies. at the conclusion of the presentations we will hear public comment and continue
these hearings to next week when we will hear reports from the budget and legislative analyst. with that, let's begin with the airport. we're going to go in alphabetical order through the departments. so congratulations for starting with a. >> i will try to set the pace. nice to be with you, members of the board, president walton. thank you for the opportunity to share the two-year budget. if we can get the presentation up on the screen please.
>> if you could, next slide please. and most notably in the aftermath of the 9/11 and the dot com recession as well as sars, we certainly did from fiscal year 10 and were certainly challenging in fiscal 2020-and 21 and we look forward to talking more about that and how we're performing. related to passenger traffic, we
are seeing steady improvements as you can see and even for the months of most recently march and april, quite a bit of uptick. and what you see here is a reflection of how the virus was transmitted and either expanding or contracting as well as seasonality over the past two years. force fiscal year to date, we are at 58% of the pre-covid numbers through april. of that amount, 65% domestic has recovered and 35% international has recovered. i'll also say that over the last two months of stronger growth, we have seen about 50% inter national recovery which is a really great indication. annual service payment is certainly an important aspect of our business as this committee is aware, 15% of our revenues
that are correlated to traffic, passenger traffic, and go to the city's general fund every year. pre-covid, that number was approaching $50 million and we had been successful growing that number by over 6% a year over about 20 years. very precipitous drop obviously with the pandemic. we are forecasting $31 million for fiscal year 22 which is about $7 million over budget, which is also an indication of the recovery and they are highly subjective to passenger traffic, and we are concerning in our planning and our financial planning and our estimates. next slide. to talk about the context of our
budget, we see this as a slow, prolonged recovery we are anticipating for fiscal year 2023 to be below the covid levels and our priorities very much relate to safety and security of the airport and the interim strategic plan called recovery to resilience including the racial equity initiatives supporting our commission work force remaining competitive within our international airport gateway competition peer group and preserving our operating funds. next slide please. this slide gives an important representation of the two largest categories of our budget, debt service and the o&m growth. and i will talk about investment we have made starting in the late 1990s including the program
in right at the economic recession of 2007 with terminal two and the $8 billion program that we are 3/4 of the way through. important to understand how we have been able to underspend our budgets and i will also note that for fiscal year 20 with the first three months of the pandemic, we are able to reduce costs by about 400 million and we still are trending below about 100 million for our fiscal year 22 budget. and you can see for the 23-24 fairly modest growth with a number of the rbs for the growth in o&m and clearly a depiction of the restructuring of the debt
and how that will play out in the next couple of years. next slide please. so here is the detail on the budget. it shows the increases that we expect debt service will ramp up and you saw previously. we have a large personnel budget and some expansion and we have a lot of work orders with other city departments around police services and fire services. next slide please. a snapshot of our budgets and our budget and our positions and you can see that we are anticipating about 24 positions in the proposed 23 budget and an additional four in our 24 budget. our vacancy rate has gone up to about 21%. our historical average is more pre-covid historical average is about 11%.
we have a total of 185 positions in various stages of recruitment and we anticipate being within the historical numbers. we have the customer care program to the volunteer program. and also we have our own guest services folks that support our passengers, and we offer translation services to folks that don't speak -- that speak different languages. we have various means of feedback to the airport including our fly sfo website
and including an airport director email that is used more frequently than i would like, but with the comments through that means as well with a dedicated staff really focused on serving the public and community types of impacts and around marketing efforts with how we support our work force. and last slide. and just we thought it would be helpful with a quick snapshot of the importance of sfo and we are the largest employer with 46,000 employees. 75% of those are bipoc employees. sorry. one slide forward please. thank you. small businesses has always been a hallmark of sfo success as well.
and 72% of the leases headquartered in san francisco. we had most of the concessions did close at the start of the pandemic but we are now 85% reactivated with our concessions. really a function of traffic returning and matching the concession offerings with the traffic levels to make sure there is successful revenues generated by the various businesses. $110 million of revenue generated from local owners. and we supported them throughout the pandemic with about 50 million of financial support and that has been very helpful and also benefitted the workers, and we required them if they access this financial support, 30% of their benefit had to go to the workers themselves through health care or wages. and finally, construction. $950 billion of the work performed be i local business that is still even spended with
a large proportion, 70 million in active construction work for local businesses. i thank you for your i feel sf is on a trajectory to continue and hope for a speedier recovery than what we planned for. awe thank you. i would be available to ask questions. >> thank you for modelling a quick presentation. colleagues, any questions? >> madam chair, i apologize for the interruption, but we are hearing that we might need to rebridge the line. we just need a really quick recess of maybe three to five minutes. >> okay. let's do a 3-minute recess. >> yes, please. >> thanks. sorry.
awe back in session. sorry about that interruption. i wanted to ask you a couple more questions about the vacancies. did you purposely keep more positions vacant during the pandemic in order to save money? or perhaps didn't need quite as big of staff because of the difference and just curious why the vacancy level went up so
high. >> that is correct. we made that commitment early on to the staff of no layoffs but we asked a lot of them and we wouldn't be back filling and we staffed to support the level of employment that we have and that was the purpose. >> got it. and what is for the upcoming year, it sounds like you have a plan to hire 185 positions by the end of 23 to get back to around 15% vacancy. is that the amount of vacancy that you basically keep open for attrition and that you budget for vacancy. >> the adrigs budget is 6%, so it's not -- it is quite a bit
lower than what we would budget for attrition. so that difference between 15% vacancy and the attrition that you are budgeting for, what happens to the funds? >> those funds we experience an underrun in personnel costs, pre-covid we did. that gets reconciled in the rates and charges and they go into the costs with the the rate making with the flexibility with deferred aviation revenues that
we can balance into the rate base and sfo is incredible and my mom said the same thing. sfo is so pleasant. it is so different from other airports. off one of the general statements for the different departments coming together is what was highlighted and focused and concerned on funded but vacant position and how that impacts the service delivery for the city. you already answered that question, but want to give you a minute or two to talk about the internship and training program as it ties into your commitment to equity and diversity and
hiring. with a history of internship and the first year with opportunities for all with the business partners, we had 30 # o students that were able to benefit from the work and you see that in the budget. and career pathways is number of them and with the to gain experience in hr and analyst jobs and in 911 operator and the airfield is great communities
for the local community. we advance them that way. we have a strong engineering architecture summer program and we have been successful in bringing those folks in. >> an i want to state for the record that i was disappointed -- not in you all, but disappointed that city college chose to eliminate the instructor position which was a pipeline for job opportunities at sfo. so something we'll be watching and hopefully have that resurrected and i know we talked about that. >> if i could offer one more note, i totally agree and we have an important initiative around our sfo academy approach that would bring back the a&p program in the future and train for jobs that the service providers are critically short
of. we do have an initiative to provide a broader set of activities for the community. >> an i understand from speaking with you that the areas with the highest vacancies are building trades, labor, etc., is that right? >> yes, sir. we are work on the initiative on the hiring hall and apprenticeship program and staff of the positions quicker. >> thank you, madam chair. >> president walton. >> thank you, chair ronen. a quick question because i know you because of an ofa and pathways through that program. >> we have identified 30
positions and reaching it to get more traction with them as well. and the pipeline work with four to six in career pipelines and the engineering and those are probably the three big categories of internships we'll be offering. 68 this year and up to 88 next year. >> how much of that is privately funded? >> private money? >> you are reaching out to the private partners. >> this is all airport number. that does not not reflect anything else. >> thank you. member chan? >> a brief question about contract management to kind of understand contract including con vegss, capital improvement
and professional services in the context of lbey and what is your general approach and knowing that we are -- that the airport is going through a tough time. nonetheless, kind of projection around contract management. >> thank you, supervisor. and we have had great support throughout the crisis of so many of our vendors and contracted the companies. we asked for a voluntary 5% reduction in management fees and almost all the firms offered that. there is an executive directive that will sunset in the future. i don't have a timing yet on that. we had a lot of our firms take advantage of the $50 million of the stimulus money we were able to offer them.
the suspension of the mag and it defines how the mag gets reinstated. we will have to be at 80% of the base year passenger numbers before we can re-instate the mag. so it is we don't anticipation we will be at 80% for a year and a half and right now we are going through the calculus of how long does that $50 million last in support of these small business concessioners. >> thank you so much. we will see you next week. >> next we'll hear from the board of appeals.
function. >> the issuance of denial, suspension, revocation and modification of city objects and the appeal volume is very low for the 10-year average of 164 appeals for this year and we anticipate 112 appeals. with that in mind, they are primarily from the department of building inspection with planning department approval. those make up the bulk of the work and a significant number from public works and mainly tree removal orders. 97% of our revenue budget is imposition on surcharges from permits and 3% from filing fees. so every year rates are evaluated by the controller's office and the rates are proportional to percentage of cases originating from each department and they are just as
needed -- they are adjusted as needed. you can see here our budget summary. we are requesting an increase for fiscal year 23 due to mainly anticipated increase in costs of our interdepartmental work orders. and we anticipate that will go down in fiscal year 24. as well as interdepartmental work orders and infrastructure costs such as rent. we have five commissioners positions, a department head, one legal assistant, and three legal process clerks. we currently have one vacancy. and this is the slide addressing chair ronen's question. we only have one vacancy. the 8106 position has been vacant since july 2021 and it
hasn't impacted our services at all due to the reduced volume of appeals. we just would like to hold on to that because the volume of appeals fluctuates and we are providing excellent service to the public. so moving along, here are our surcharge rates that we propose increasing two surcharge rates. those imposed on planning department actions and dbi permits. we propose increasing the purr charge for those two departments and we propose some reductions for other departments. [please stand by]
recovery and any surplus would cover a deficit that we have and we do have -- there is somewhat of a deficit and these proposed surplus funds would cover that. we are proposing an increase in the surcharge rates for dbi and planning department permit determinations. >> commissioner: colleagues, any questions? >> no. >> commissioner: thank you so much. >> have you a great day. >> commissioner: you too. next we're hearing from the department of building inspections.
building, efficacy and equity and we issue permits and safeguarding life and property in compliance with city and state regulation. we also perform infections to enforce code and look at quality of life related issues. we deliver the highest level of customer service and implement efficient and effective administrative practices and we proactively engage and educate our stakeholders, customers and public. here's a snapshot of our budget. the fiscal '23 budget includes
an increase and the fy24 de crease. the fy24 budget is lower than the prior three fiscal years. revenues are increasing due to $7.4 million increase in charge for services building permits at 1. 8 million and plan xhek -- check at $9.4 million. due to low revenues the department is using fund balance and deserves to business the budget and as expenditure reduction to balance the budget. our budget uses existing resources to meet our goals with very limited increases. salary infringes increases are
primarily due to cola. non-personnel includes funding for department priorities such as training outreach and technology improvements assisting the department in improving customer service, transparency and accountability. grants to cbos budget remains fully funded to continue our code enforcement and single-room services focussing on the bipoc and non-english residents and the largest reduction in services of the department the $4.7 million reduction is primarily due to a decrease in the digital services work order. the $6.7 million programmatic increase balance is the legal units and records management. this is the part of the
department project's clean up. the $1.8 million represents the fy24 class. so as you can see, salaries infringes makes up 58% of the budget. the second largest being services to other departments which is at 22%. so in addressing chair ronen's questions about staffing, currently dbi has 287 fill positions of which 243 are pcs, permanent civil service. the rest are tex and that's project exempt and temporary exempt at 20 and 24. so 287 we have 243pcs and 24
tex. over the past five years department vacancies are fluctuated between 40 and 20. in the past three years there were 32 vacancies in 2019. for 2021, 2020 and '21 the numbers were 20 and 35 respectively. the department made progress in filling vacancies prior to the pandemic however, as we have all seen the pandemic resulted in delays in recruitment and attrition which increased vacancies. current year vacancies are 35. those positions are funded and h.r. division is currently actively recruiting for at least 18 of those positions.
that means we're conducting interviews. there's exams set up and in progress. so 18 of the 35 are currently in recruitment phase. so our percentage of vacancy is at about 12%. so we're hoping to bring that down significantly with the hiring of those 18 positions currently in the recruitment phase. and relating to if we can move on, how does d.b.i. communicate with the public. it uses website communication and physical forms and staff interactions to provide direction and instruction for permanent applicant and other documentation submissions. we deploy direct mail campaigns
and direct outreach and in multiple languages. we began our transition to sf gov to carry out our processes and requirements. furthermore we changed the design approach to our large-scale direct mail program to utilize more graphic communications and simplify language and messaging to make it easier for all potential applicants to understand and comply with the city's building code. earlier this year, we began to provide additional live translation service to all of our customers. and of note, d.b.i.'s business conducted 25% of our business is conducted in languages other than english.
frequently we receive feedback on a complaint or on projects from members of the community which are shared with the project sponsor and noted in our records. all complaints gets logged in a public system for anyone to view and are fully investigated. our goal is to respond to public comments within 48 hours. d.b.i. also holds a quarterly public advisory quorum for the general public share they're thoughts on operational improvements with us. we solicit feedback and provide a forum at that forum we also include other departments such as p.u.c., city planning and we
have 74 community participants in the forum since beginning august of 2021 and finally we do have staff dedicated to communicating with the public and our marketing services. responsibility for receiving and incorporaing residents' feedback is split between our plan review team and inspection services and our communications and external affairs team. so thank you for giving me the opportunity to speak and i'm obviously available for any questions you may have. >> thank you so much. thank you for answering all of the questions. colleagues, do you have any questions? >> i have a couple.
so have you a plan to fill the 18 of the 35 vacancies. for the other 17 vacancies, is that what your budgeted attrition rate is? >> our attrition rate is running at about 12%. so currently right now our vacancy rate is 12% and when we eventually hire the 18 folks in the later stages of the recruitment process we'll be done to a much lower percentage in regards to the vacancy rate. >> supervisor: and yet you're budgeted for an attrition rate of 12%. are there planned retirements or other ways you feel you'll meet that budget? >> well, i think some retirements coming down the line but obviously we don't know who and when somebody will retire.
we have hired a lot of newer staff in the last five years and people of my vintage per se, have decided to move on to greener pastures. >> supervisor: of the 17 vacancies you're not in the act of hiring process for, those are all funded? >> yes. >> supervisor: so what you're saying is that that will either go to fill the discrepancy in the attrition rate and your actual attrition or go into the fund back. >> correct. >> supervisor: thank you. the other question i have is related to the s.r.o. collaborative. we've seen some critiques and e-mails of individuals including s.r.o. residents who have a problem and a see the point that the s.r.o. collaborative is
meant to organize tenants so they can be active participants in making sure they have inhabitable living environments. and often the person who runs that is the landlord. wondering how you view the organizers and how they relate to the tenants and the landlords. >> well, it's an ongoing commitment to communication there's been unheaval with the pandemic and now there's greater -- upheaval with the
pandemic and there's a greater collaborative approach in working with the c.b.o.s in having more ability to insure the habitability of the tenants in these buildings. >> i mean, let me be more specific, there's allegations -- and i have no idea -- these are e-mails and complaints we're getting, that particularly the central city collaborative is hand-picking organizers
>> supervisor: i've never seen it brought up as much as we have lately but have to look at the design and at the least have a mechanism within d.b.i. to receive complaints. before we decide if we're going to change how we run the program if there are allegations that landlords are attempting to influence tenant supervisors. i want to bring that to your attention and continue to work on and address that issue. >> i welcome the conversation we're willing to work on solutions.
>> supervisor: to be continued. thank you for your presentation. no more questions. >> thank you. >> supervisor: next we have child support services. >> good afternoon, chair ronen, and members of the committee. i'm karen roy. i'm the department head representing the child support program for san francisco. today i'll discuss our budget that lays out a plan for what the department needs to do now
and over the next few years to do our part to make sure that opportunity is genuinely broadly shared and our staffing levels are in line with our commitment to meet the needs of families. low-income families who timed out of assistance rely on child support as a safety net. when a single mother living in poverty receives it, child support is 40% of the family's income and it's 63% of the family's annual income for deeply impacted mothers who receive it. our mission is to empower patients to meet the needs of their children while our services remain significant, how we deliver those services needs to keep pace with families
today. the child support program understands that sometimes parents need help in meeting their obligation to provide economic support for their children. many parents responsible for paying child support struggle with poverty are just as involved and face significant barriers to gainful employment. the department will do more to assist all parents in overcoming obstacles and successfully competing for jobs in the local economy. our budget prioritizes the focus on equitable service delivery, increased customer access and team-member development. we recognize the headwinds parents face in their goals and
requires a concerted effort and child support must be part of that effort. the department receives 100% of funding through federal and state intervention and does not rely on the county general fund. the state has governance over the services provided by the program through legislative mans, policies and procedures. the department is considered low risk and incurred no findings and recommendations in a recent single audit. during fiscal year 2020 the state adopted a new allocation methodology to fund the local
can child support cases and there's been a more than 15% reduction in funding. while there has been some restoration of funding for fiscal year 2023, funding levels continue to be less than what we received in 2008. hiring has kept pace with the case load to ensure the department does not exceed its funding streams and continues to provide the families we serve with excellent customer service. i believe the allocation methodology is limited to a partial truth. and it does not consider the importance of sufficient staffing levels to build
meaningful relationships with parents. taking the time to listen to their stories and ensure all parents have access to information and services in their chosen language. while our case load to f.t.e. is lower than the statewide average, we are prioritizing a level of effort that meets the needs of san francisco families. in response to our concerns, the state has agreed to revisit their methodology during fiscal year 2023 and san francisco will be at the table. in federal fiscal year 2021 the department reduced its total vacancies by 40% to meet its funding level without layoffs and allow for measured future growth and substituted 10% of
the remaining vacancies with reachable training position to ensure a more significant equity opportunity exist. the department has four true vacancies and they'll be filled. 16 are unfunded and represent attrition. any salary savings will continue to partial fund increased salary increases for filled positions and retirees. the department has aligned in proposed expenditures to maximize funding streams mindful of the growing cost of doing business in the upcoming fiscal years. funding for fiscal year 2023 increased by 2.3% from the prior year to cover salary and benefit increases and the department's participation in community-led
programs. for fiscal year 2024 there's an additional 2% increase matched with federal funds. 73% of our case load are families currently on or have previously received public assistance with annual incomes that range from moderate to below the poverty line. our clients are predominantly african american and latino with the number of api families increasing. 97% of parents paying child support in san francisco are fathers. for federal fiscal year 2021 the department collected approximately $26 million. 94% of every dollar collected went directly to families which is among the highest in the state.
our current case load supports 7,699 children. we have established paternity for 98% of our children which means they have access to benefits that legally belong to them and that's so important. the department has a culturally competent workforce. case workers appreciate and represent cultural differences and consider them to effectively provide strong customer service to parents in a reliable way. the department has prioritized language access understanding accept effective communication a culture of inequity in service delivery is possible. we criticize our internal
systems with feedback and concerns to ensure systemic barriers to access do not occur. they help parents meet their economic commitments to their children, strengthening family ties and fostering cooperative parenting and uplifting parent narratives and prioritizing parent-led services. the department manages both with conviction and optimism. we continue to build a more powerful and more valuable program for all san francisco families by leveraging our partnerships with relevant city agencies and community-based organizations, strengthening outreach to make deep client connections and reaching in to listen more closely to what parents say they need from our
program. we recognize that custodial parents who have survived domestic violence should be able to pursue child support safely. realistic orders the children can count on to help them thrive. incarcerated parents are parents first and they're children are waiting for them to come home. and co-parenting provides fathers the opportunity to engage and care for their children creating long-term benefits for the whole family. we can and must do three things. continue to grow partnerships with other service providers, grow enhanced case management with holistic remedies to barriers that reflect our client determines and foster
collaboration with workforce development. in my experience, a reasonable budget offers practical solutions to the problems of its time and practical solutions work. we have made meaningful progress of the 58 california county san francisco rank fourth in collection to families. we are small but we are mighty. i want to thank the incredible team and professionals that i have the honor of working with every day for their commitment to public service. i'd also like to thank the mayor's budget office and lisa sandler and edwin diases and chair ronen's office for assisting and helping the department deliver to you a balanced budget. thank you and that concludes my
presentation. i'm happy to answer any questions you may have. i'm nervous, thank you. >> supervisor: you did a fantastic job. thank you so much. any questions? i want to thank you for your clear presentation and we appreciate you and see you and thank you for you and your team's work. thank you so much. good afternoon, everyone. >> supervisor: the. amazing job. have you no reason to be nervous. we have the department on the environment.
>> thank you, chair ronen. i'm the acting director for the san francisco department of environment. today i'll briefly walk through our budget, highlight the staffing and communications questions asked by our chair and touch on the department's plans for the future. so i am roughly four weeks in this current position and the two priorities that came right at me were twofold was one an action lan on the commissioner's report and we're on our way to implementing that and have done so in a transparent way working with our commission and the
second is the city budget process we'll discuss today. >> there's ways to divide up the work we do within the department and how we serve our city's residents, businesses and workers. we tried to categorize them one around zero waste, the second is around toxic reduction and healthy eco systems, the third is energy and the fourth is climate action. i know from the outside looking in when you see the department you traditionally address the work as addressing the global crisis around climate change. and that is true but what's also true is that a lot of the department reaches down and touches people directly and provides direct benefits in terms of improving cost savings for residents and businesses as well as improving their public health standing.
when we break out our budget along these four program areas this is what it looks like and will provide a segue into a discussion of the challenging funding model for our department. the proposed budget in front of you does not reflect any new positions but i'll call out the fact that when you look at the difference between fiscal year '21-'22 to '22-'23 you see the difference due entirely due to new grants and the fees and demolition fees ordinance and is about $200,000 roughly for cola. our budget is flat to what is proposed in front of this committee. now we get to the unique and challenging funding model.
the majority comes from impound models and 28% from grants and a portion goes directly through public works and 11% doesn't even touch our department at all. the key thing is every one of these funding sources is not discretionary. and the work has to be tied to where the funding is coming from. if you're talking about a grant, all the activities spelled out in the grant are the activities and where the funds can be allocated to. i might add the 1% for the general fund add-back of the $330,000 is tied to specific deliverables. what i tried to do is illustrate the challenges it creates based
on the priorities and the city's action plan. on the right you have the 2019 city emissions profile. on the left you see how the operating budget is allocated based on the restrictive funding sources. it's basically an inverse relationship. on the one side you see 90% emissions from the building sector and transportation sector and based on where we receive our fund only 27% of our budget is spent on the two areas. and now to answer the questions related to our staffing. we have about 97 total positions at the department. we have 22 vacancies right now. these vacancies are currently funded and in the active
recruitment process roughly 22% vacancy rate. that does represent an increase we've seen in the last five years. we can't use non-impound funds and say we had a grant-funded position. if that position is vacated we can't get grant money because we are not doing the work spelled out in the grant and 94% of the work order funding is in a similar vein and funds staffing. again, no discretionary flexibility there. obviously this effects the department and moving forward on our critical goal. if you look to the long-term
staffing and addressing the long-term staffing needs of the department it's kind of a loaded question because i think it depends on the work. current budget and proposed budget does not advance the climate action plan and we'd need significant resources in the near term to move forward with that plan as well as addressing all the strategies outlined in that plan. to answer chair ronen's questions around our communications and outreach. we do have a robust and dedicated communications and community engagement program. they're out there every day and we have a lot of multi-lingual staff in our department out talking to san francisco's diverse communities. beyond our dedicated outreach team we do a lot of work in
partnership with c.b.o.s with providing food for low and middle-income families and providing supplies for teachers and we do grants and collaborations with c.b.o.s and programs and we make adjustments within our implementation strategy. and we take a direct and open approach in adopting new policies and the most significant example is our climate action plan where we actively engaged with over 6,000 people in workshops with multiple languages and surveys and crafted a plan adopted in 2021. and with that i will stop my presentation and be happy to answer any questions.
>> supervisor: chair ronen. >> i remember a dedication of funding to work with examining how much it would take to implement the climate action plan what's the funding mechanism for the city to implement the plan. can you talk about that or can you about that? >> happy to answer, supervisor chan. the funding we're fund study thanks to the board graciously gave the department to determine what a long-term funding strategy model might be to implement our climate action plan. i think we understand many will require a significant amount of
resources and energy and also staff to work with communities to enact each policy. we're working now and we're in month two of our work with u.c. berkeley to do that work and we're projecting in all around august or september completing that report and presenting that back out to the public on what some of those funding strategies might be and right now we're engaging in the stakeholder interview process and gathering information and looking forward to that too because it will chart the course, if you will, on how we implement the climate action plan. >> >> supervisor: supervisor mar. >> thank you, acting director chu. great it see you in this position.
thank you for the work you do. i had a follow-up to supervisor chan. i'm glad we were able to allocate some general funds support to the department to create this plan on financing plan or for the climate action to implement the climate action plan. i think a lot of that plan my understanding will be more focussed on the programs that are going to be needed and the strategies. and we've done a little bit already through the building decarbonization report the b.l.a.'s office completed last year but i have a question more around the staffing and staff capacity to implement the climate action plan and struck
by the slide showing the structural challenge within the department where you showed 88% of the total emissions that need to be reduced in order for us to get to net zero by 2040 comes from transportation and building operations yet based on the funding sources at the department only 27% of staff time is focussed on the issues and those are the priority sectors that need to be focussed on for us to implement the bold action plan. what's the plan on staff to focus on the priorities of the action plan. >> the existing funding and proposed budget in front of you will not result in any
significant advancement of the climate action plan or even the follow through and implementation of the policies the city has adopted over the past few year around vehicle electrification and building electrification. if this proposed budget is what is ultimately received we'll be at a stand still for the implementation of the climate action plan which pushes out our goals for neutrality and we did propose a number of new positions to advance this work. that budget proposal is still under consideration at the moment and we'll find out in june whether or not that's accepted but that was roughly $3.2 million in the next fiscal
year and that would allow us to start building the implementation of the climate action plan which would dovetail, if you will, into the long-term funding study and the outcomes of that which ultimately will drive the sustainability for growth. >> and the work looks serious for to us implement the climate action plan. that's something i'll make a top priority in advocacy this year. thank you. >> supervisor: supervisor safai. >> supervisor: i wanted to give you an opportunity to talk about
the things we talked about the other day as it pertains to looking at environment goals through the lens of equity and racial justice. we do have a dedicated staff that's been looking at equity and embedding it into the work we do. that said if you take the racial equity action plan which has been released by our department there's no funds because all the restrictive budgets we don't have the ability to fund any one of those actions or the majority of those actions outlined in the plans. we've been doing our best cobbling resources and we have great staff working on racial equity within the department but we have no way to implementing those changes. the budget request to implement the climate action plan took a very equity-centered model. the dollars being used the
$300,000 will be used to set up a climate equity hub. as we start to roll out the policies we know financially the people most impacted are those that can least afford to help with the transition over to clean energy or electricity sources. so having the hubs and working with community stakeholders is key to implementing the climate action plan but again all currently unfunded at the moment. >> thank you. and my final question is in your budget request to the mayor, did you include any request to implement the climate action plan? >> that's pretty much the entire request submitted to the mayor's office to implement the 2021 action plan and begin doing that. >> supervisor: and what was the request you made?
>> good afternoon, supervisors. library was the model on which other county libraries are based. it's an autonomy agency comprised of san francisco attorneys and the presiding judge and members of the appellate department of the san francisco superior court. the board of trustees oversees library operations and financing and governance requiring impeccably integrity of the library and staff. the enabling legislation in 1870 and subsequent san francisco charters require the city and county of san francisco provide library quarters, utilities,
funding for three positions and a small amount for miscellaneous items all normal operating expenses including legal materials and updates and electronic or print format and staff salaries -- i've not getting enough air, benefits, equipment, furnishings and other items for the law library to function are not funded by the city but a small portion of civil court filing fees. unfortunately the library's income reflect the statewide trend and has steadily declined for a number of years and during covid it was drastic. we have a small staff. they're extremely dedicated to providing access to justice. that's what we're all about. that's what our passion is. and we're very fortunate to have
excellence and do all we can to help people with the legal information needs. we help solo practitioners and help small firms, we help unrepresented people and law firms and individual attorneys, legal services, every member of society is what our mission is to help. so rather than to do into details about some of our services, i would rather talk a little bit about the questions related to today's presentation regarding staffing. we have three positions funded by the city. one is not filled, hasn't been filled for quite a while and during covid because of our loss
in filing fees we had to lay off three staff members. those fees are what financed our staff. we desperately need that position to provide full services going forward. we're not in a position to fill the laid off positions so it's critical for us. the last several years the law library agreed not to fill the position so funds could go towards the annual request for savings in the budget but we agreed not to do it past this year. if we don't add it into the budget this year we're stuck the next two years because it's not part of those budgets either.
we're kind of stuck in a round about situation regarding moving forward without it being basically funded now. with respect to the law library's outreach and the library by its very nature must be observant of the law and as a result we're always sensitive to the needs of any people that come to our library. we do our best to communicate with non-english speaking members of the public although there's almost no materials
available in the law other than english which is a problem. we rely on other agencies to help with that and looking forward if we can get the position to be able to devote more effort towards those resources. with respect to cultural competency the library has responsive to the needs of legal issues regarding all sectors of the community. we serve a diverse population and we are always seeking to train and guide our staff to be sensitive and we've been challenged with that quite a bit
but we i feel have done a great job and the community, particularly the legal community or extended legal community is not shy about giving us their opinions. we use the feedback they give us and implement changes as a result but generally our patrons are satisfied with our responses to their needs which is great. i'm happy to discuss or answer any questions you might have and i really appreciate the opportunity to be at this month's hearing. that's very helpful. >> supervisor: thank you so much. colleagues, are there any questions? we'll follow-up with the mayor's office to see what's happening funding the one vacant position and i've gone to a couple of your free m.c.l.e.s and they're
always excellent and it's a valuable service. thank you, you answered the questions very well. we appreciate it. next we have m.t.a. >> good afternoon, chair ronen. i have with me today jonathan our acting chief financial officer. i will go ahead and get started. the last two years have been extraordinary and have been hit with the worse financial
strategy and here in gratitude for the generosity offered in the federal relief package particularly the additional $115 million received just last march. that's been enough to allow us to create a budget to finally move into service restoration. having learned a large amount in the service cutbacks during the health emergency of the past two years. the starting place for our budget is our values documented in our strategic plan. our strategic plan is the document that pulls together our other action documents and realize a big part of our budget is about rebuilding trust and making decisions with clarity about our values.
we first drafted a budget fairly bear bones and faced on the fiscal reality faced in february, we did an enormous amount of effort engaging with community members and policy makers throughout the city we conducted surveys and received over 2,000 comments from all over san francisco and an additional 1,000 comments at our sfmta board workshop on the budget. those comments were clear on what san franciscans priorities were. first and foremost, san franciscans want muni to be fast, frequent and reliable. we heard that again and again and this budget strongly emphasizes rebuilding our core une ir system to deliver that. we also heard a great deal of awareness from san franciscans about the state of deferred
maintenance in our system. people know our facilities are decrepit and our vehicle stock old. they want the system to be fixed and they want us to maintain that system in a state of good repair. we also heard a great deal about equity to make sure we were prioritizing people with the fewest mobility choices and heard a great deal about personal safety and security. people want to feel safe wherever they are in the transportation system. all of our changes to the budget focussed on these particular outcomes i'll talk about shortly. we also heard concerns about the afford act -- affordability outcomes and there'll be no fare in the next two years and we are dependent having price of muni
rise with the cost of the system and we know until muni is recovered and san franciscans have recovered it's important to keep fares low and we'll develop new fare products like an accumulator pass because we know for many san franciscans they need to purchase the fast pass on the day rent is due and want them to pay until they max out at the price of the fast pass and then have transit be free the rest of the month. we are also investing in the safety of the system. we started hiring 20 new transit ambassadors back in december and this budget includes 22 more and people who grew up in san francisco and grew up riding muni who we train de-escalation techniques to avoid problems and de-escalate them.
it's been a wildly successful program and one bart has adapted from us. we're also allocating money for a gender safety equity initiative we're modelling off bart's program to ensure women and girls feel safe and are free of harassment while riding muni. we're investing heavily in hiring which we'll talk about later. and we're agreeing on what temperature we should be expecting you'll see shortly there's a great deal of uncertainty of the parking fees and transit fee revenue. pre-covid it made up two-thirds of revenue and know muni service needs to come back in order to support san francisco's larger economic recovery but we are also dependent on san
francisco's larger economic recovery to sustain our services. this say budget designed around resiliency and uncertainty but that starts from the assumption we need to deliver service in order for san francisco to recover and recognizes the mutual interdependency. so our final operating budget achieve it from restoring full muni service. there is a bit of full vulnerability and we'll talk about how we're using our xhal budget to reduce our operating cost as well as all the things we're going to make muni faster and more frequent and more reliable which makes our services more efficient.
here's detail from my numbers and the numbers are in your pact you see the key budget categories and how they vary by the two years of the budget. you asked about our vacancies we knew at the pandemic it would hit us hard financially and that impact would last for a long time and we put a near halt to all hiring. as a result we now have over 1,000 vacancies at the sfmta. six months ago it was relief funding holding us back and now hiring is holding us back from service restoration and hiring across all jobs categories. hiring is now my number one
priority as director and so this budget starts by prioritizing fully staffing our h.r. division, helping to make our h.r. division more efficient and lease bureaucratic and for workforce development and apprenticeship programs. we know we have an opportunity to help san francisco youth rise up and join the agency. we have a very long tradition of engaging with young people in san francisco and bringing them into the agency. we know because we have vacancies at all levels there's never been a better time for promotional and advancement opportunities within the sfmta and want to make sure we're tapping our existing talent to allow them to make supervisoral
positions and excellent opportunity to implement the goals laid out in the racial equity action plan developed at the beginning of the pandemic. there is however, a great deal of uncertainty. we done now how quickly downtown office employment will come back. that's a big driver of our transit fair and revenue. the budget is designed with off ramps. my goal is to make sure we have never in the space again where we have to contemplate layoffs and will have a whole set of performance metrics in order to track progress over time and pull the throttle back on hiring if projection not going as we expect. we also have the opportunity where it the reverse happens and revenue starts coming back faster than expected to
accelerate hiring in order to recover more quickly. this is a very important part of our budget that we'll need to advantage to the actuality of our revenue given the uncertainty. here's our revenue trends from parking. we have a fairly good recovery for parking revenues but that recovery has flattened out. largely because of the amount of downtown san francisco office that is vacant. here's the recovery rate of our transit fair revenue. transit was basically free for a long period at the beginning of the pandemic and bringing back fare revenue but while our transit ridership is now at over 50% our transit fair revenue is only at about 27%. this is partly a result of the program which i should have said at the beginning we'll also be
continuing. the capital program is tied to our operating program. the community told us they want us to invest in our deferred maintenance and wanted a system that worked and was efficient and that's what we did. we also structured our capital program around the likelihood of requiring a local match in order for us to compete successfully for it. it's a strategic budget as well as what's all our c.i.p. plus. the bulk of our projects are on
fixing the vehicles and basic infrastructure. here's a whole lot of detail about the expenditures by category but you can see the amount of money we'll be expecting to spend on core infrastructure as well as important service upgrades like redoing our trained control system. something national to allow us to eke more out of our subway and this is on a floppy disk. in terms of future projections, we again need to be very careful in how we spend money. we're reliant on one love time federal sources to be able to support this level of service improvement and expansion and restoration. we believe it's necessary for us to spend all the money over the
next two years in order to support san francisco's economic recovery and to build trust with san franciscans the sfmta is capable of delivering on time and on budget. when we began the fiscal period two years ago the agency had a $50 million annual structural deficit. this pushes the structural deficit up to $76 million. a deficit we will need to close by identifying new sustained revenue sources ideally by the end of calendar year 2024. we're tracking this scenario carefully and needing to make sure we work together across all
government in order to identify new sources of sustain ongoing revenue to allow us to continue to offer strong discounts on muni and less reliant on fares and have stable sources to operate the system. that's our future projections showing how covid impacted our structural deficit problem. finally i'd like to thank the people and staff including many of you who helped put together this budget we're very proud of the work that allows us to thread a needle to deliver the service san franciscans need in order to help the san francisco economy recover and to build trust with the voters of san francisco so we can finally
close muni's structural deficit and thank you and blood take any questions you have. >> thank you director tom tomlin for being here in person. just kidding. seeing if anyone's listen. public safety and fare vision and how it impacts revenues in general. we hear from constituents they're concerned about public safety in riding public transportation and fare vision is something happening over decades but i know it impacts our recovery. i wanted to talk about both things. >> safety and security are something we heard a lot about and deeply important to all of us.
on muni our reported crime rates are at or below historic lows in part because of the ridership and the amount of chaos in san francisco right now as well as our concerns about covid. people are nervous riding muni and understandably so and we hired ambassador to provide a uniform presence to ensure folks riding muni is okay and if not we can quickly get the attention of the san francisco police department to take care of the problem. >> what level of that in your budget? >> 22 positions and an additional 20 at the end of the current budget. >> 42 in total. >> yeah. >> that's city wide, 42
positions? >> that's right. >> supervisor: can you talk about fare vision and what investments you've made to combat that. >> there's a significant gap between the rise in fare revenue relative to to a rise in ridership. part was strategic. early in the pandemic as we started bring back fare enforcement we decided to focus on compliance. rather than offering citations to our passengers our transit fare ambassadors wanted to make sure they had all they needed to get their discount programs making the life line pass accessibility better than previously. we tried to revolutionize all our discount programs to remove the barriers our passengers faced in accessing discounts
they deserved. we are now in the process of having gone through six months of compliance oriented education but actually issuing citations. it's not something we're eager to do. we do not make money off transit rider citations. the overall approach is to make sure everyone pays they're fair share in part because we're so entirely dependent on the fare revenue for running the service in our current funding model. so we'll be continuing to ramp up fair inspection to get fare compliance and restore revenue. we won't catch up to where we were in 2019 in part because of free muni for youth which we believe has been extremely successful and we believe in
because it's part of our core values. >> and my last question regarding your maintenance classifications. i know you have currently around 17% to 19% vacancy. a lot of that is in the trades. can you talk with the difficulty and reiterate what we said to other departments we're working with the trades to talk about a the effort to staff up. >> we're highly dependent on an array of skilled trades. when a part wears out on a cable cart there's no parts catalog. the parts need to be hand machined. everything we do requires skilled maintenance and craft. early in the pandemic we had to scale back on our apprenticeship programs and we're restarting
all those aggressively and eager to work with all the trades to get skilled people in the agency to get youth in the agency who have an aptitude for the skill trades and make sure they get the training they need in order to succeed including partnerships with city colleges and p.u.c. and public works facing similar issues. >> i want to thank you and your team for the work we have done collaborative with traffic calming and have speed bumps for slowing drivers down and stop signs and re-striping to
highlight pedestrian safety. i would like to complement you for being responsive and collaborating with us on this important work >> i'm proud of our shops. we were able to double project delivery during covid in part by achieving some efficiencies but also just the dedication of all of our shops. they knew they needed to be there in order to allow san francisco to continue operating during the pandemic. >> thank you, chair ronen tomlin. if everything was perfect and you had the h.r. hires and action plan was going according to plan, what would be your
prediction on how many vacancies would be filled in 2022-'23 and '23-'24 fiscal year? >> this budget assumes we get to fill nearly 100% of those by the end of the budget cycle and there'll be the hiring pace ramps up and occurs. as we hire more in the h.r. division it expands our ability to process additional hiring. we're starting with h.r. that will allow us to the budget cycle. >> i didn't get to over 1,000. did i miscalculate? >> i'm acting chief financial officer. right now as director tomlin said we had frozen position and load to down hiring through the
pandemic. about a year ago when we got the second chunk of federal relief we stopped the hiring freeze. right now we're filling on average about 200 positions per quarter. that's just keeping up with attrition and people leaving. the focus will be -- we added 30 positions to our human resources division to create more civil service test to get requisitions moving and we need to increase it and steadily have. over the quarter we've been increasing about 50 positions 180 to to 220 and many departments have this issue. i think there'll be a series of requirements because they didn't occur during covid-19. we're planning for higher levels of retirements and that will send us down a dip and as we fill the h.r. division we'll
have a multiplier and see quarter over quarter our ability to fill the positions accelerate. i also want to know the positions even the ones filled were internal promotions for employees who have worked very hard, gotten promotions within the organization. while we promote a vacancy within the agency it's not an additional body. that's why the focus on apprenticeship is our priority. >> supervisor: thank you. i wanted to see simple math like a prediction of this many positions filled over the next two years to know what the thoughts are if we're not going reach the goals. >> the hiring plan our h.r. director is budget together includes a quarter by quarter set of expectations that will allow to us track against projections because they're tied
to service. >> supervisor: my question is if everything was perfect. >> yes. >> supervisor: thank you. >> supervisor: thank you. and following up on that, how many employees does m.t.a. have in total? >> 6700 budgeted and at what in terms of body? 5600 total people at the moment. >> supervisor: okay. and what's your budgeted attrition rate? >> about 10%. >> supervisor: okay. it would be good between now and next week to give more like president walton said i can't find it in slides and i want to understand it more directly exactly the plan per quarter and
understanding that you have to be nimble and be ready to change course at any moment depending on the volatile funding situation that makes sense but seeing what you have planned at this moment in time -- >> and we can separate the hiring needed to paddle steady and hiring needed nord -- in order to restore. >> supervisor: thank you for the thorough presentation and we'll see you next week. >> thank you. >> hello, members of the committee. good afternoon members and chair ronen and mr. president.
today i'm here with nate cruz our port finance director joining virtually. i'll present a brief overview of the financial state of the port and discussion our economic recovery initiatives, describe how the budget supports those and show how our strategy will be able to be effective with the approval of the two-year budget and end with information about staff position and vacancies and outreach. as you'll recall we faced a truly dire financial outlook in the first two years of covid. we as other agencies were fortunate to receive stimulus dollars allocated by the federal government through the state. this is really the first ever big investment our port has received. i do want to recognize leader pelosi, governor newsom and the
entire delegation at state land including the lieutenant government who made this happen and the funds went to port of san francisco and port san diego overwhelmingly passenger moving ports that suffered in pandemic. you'll see in the two-year budget we're stable because of the stimulus dollars and allows for healthy growth in things like capital investments but face an unsustainable deficit in the future and need internal and external solutions that are for near-term and long-term port success and we restore our savings putting on sounder financial footing and finally invest in staff to spur our economic recovery the city needs to meet our operational demands.
i wanted to back to '20-'21. it was a challenging time and tourism vanished and office worker went home we lost 40% of our revenues. in the face of the crisis we worked for rent forgiveness under a shared prosperity model and loaned out to contractor partners still we have $30 million in unpaid rent which is ten times anything we've seen in prior years and reduced capital investment to life support, we cut operating expenditures and implemented a soft hiring freeze and tapped into savings. while we balanced our budget we had a plan that results in deteriorating port facilities and over worked staff without and supplies needed for the job.
all in all reducing the quality of waterfront offerings and experiences. if i can delve into our financial projections. we generated annual surplus to maintain our piers, wharfs and other facilities and had a $2 billion and have the backlog. covid however, force the revenues down shortly while we constrained expenses we've been running at a significant deficit. the stimulus funds provide short-term funding to make big investments and to avoid deficits through 2024. beginning in 2024-2025 we predict deficits of $10 million equal to 50 positions.
this is serious. i wanted to share the value that support our economic strategy and budget. our foundational values are equity and resilience and shaping our recovery strategies. and our resilience program and policies enhance and drive recovery more durable. one example when the water front well comes and includes diverse community the waterfront is more vibrant and a place where people want to be and that drives local and regional residents to the waterfront and this generates revenue and creates restaurants and other public services because the revenue base is diversified and reliance on international tourism lessened. we aim to achieve a clean and of
a welcoming water front. we welcomed 24 visitors and we're funding cleaning, safety, operations, lots of things that keep our water front safe. we want compliant leases and thriving tenants. we support $1.2 billion in wages. a vibrant maritime activities that drive tourism and create jobs we want a diverse waterfront and port organization. we need to reduce earthquake and flood risk a major initiative of the port and city and want a fully staff port to tackle challenges and seize opportunities. we found we're too small to cut
staff and that we need our team resourcd in order to make the best situation. if we can look at the budget numbers, you'll see the current budget of $92.5 million with our proposal of $193.2 million. an enormous jump supported by arpa funds. this number matches what our budget was pre pandemic. in terms of drivers you'll see will parking revenue is reasoning. tourism and associated revenues are slowly returning. people want to be and at are the waterfront.
we're seeing rents from office, land and shed flat through 2023 and 2024 and we hope to generate more revenue through compliance and maritime cruise has been our big story. our return of cruise revenue with 100 plus calls we have the largest number of cruises booked we've ever seen and brings port revenue and visitors that want to explore and shop and dine in our offerings. also shipyard leasing may help expenses. we have increased personnel costs mostly from cost of living and funding approximately 20 new positions, not new positions, existing positions through reduced attrition to hire and we
have five new positions and classifications and off-budget positions. we are increasing our non-personnel costs an contract renulz and -- renewals and increasing other programs. for real estate we need to keep our tenants in place that have plans for success and we need to stabilize our portfolio and achieve lease compliance and that means termination of some leases. you'll see a termination later month. it's important we stabilize our portfolio and we need new expenditures from marketing to rent collection resources to real estate staffing etcetera to achieve this goal.
we're working on creative strategy to build back a more vibrant and equitable port through tenant improvement the port will fund and tenant placement which is different than our typical process. one of our arpa funding line is million for the tenant improvement for the port and we're trying to activate spaces through promotions of special events and partnerships with parents. in maritime we look to continue to grow cruise business. it's something our regional residents want and there's a lot of bookings so we're exploring feasibility of an additional berth. we're looking into fishing and other activities and bringing individuals to the wharf to enjoy fish and investing in
public realms for fishermen's wharf and looking into offshore wind and carbon capture and other technologies. another strategy is to invest in staff. i said we do not have the ability to cut and reneed to restain staffing levels to deliver key function. we're filling vacancies and adding new position and sustaining efforts to create an equitable anti-racist organization where every employee can make a contribution and we're investing to generate revenue in our facilities like for our rond house office building and pier a multi-tenant facility and replace pilings and peer support and pavement aprons
and cargo operations, etcetera and to address safety concerns. while these investments sound simple they're very important to keep business going. we're matching federal and state funding to capture generational investments. i wanted to take a moment to recognize the historic investment in capital proposed in the budget, $110.4 million over the two-year period. these projects are critical and we hope there'll be more. there are funding source at the federal and state level that provide huge opportunities for the port we have not seen in recent times. $1.2 billion for sport supply chain management in the governor's budget and we believe we have $50 million of shovel-ready projects that are competitive and $3.3 billion to improve resilience addressing critical needs of california ports and related infrastructure
in the state democrats released putting wealth to work program and think we can be resilient with these programs. we employee 230 people from a diverse portfolio of skills to oversee and care for seven and a half miles of waterfront property. we've adapted with new programs, actions and policies. i'm particularly proud of my colleagues who stepped up and contributed 30,000 hours to the city in 2021 alone. port staff have also leaned deeply into the equity work and have developed a plan to an anti-racism organization and staff is requesting stronger leadership equitable and mentorship programs and co-creation strategies, transparent decision making and a diversity at all levels of our
organization. port staff is making the port a great place to work. we are investing deeply in h.r. we are almost doubling our capabilities in our h.r. department in order to provide services to our team and work on equity. you've asked about funded positions. out of our 286 funded positions we have 56 vacancies. partly due to our soft hiring freeze from the pandemic and of course the challenging time frames and processing and hiring. the average port vacancy is 19 months before filled. this number has grown significantly during covid. we've added h.r. resources to speed up hiring. this can result in less revenue
and prosperity. finally to our communication strategy. it demonstrates equity is a foundational pillar in our efforts as weaved into our port work. we're proud of our engagement and we have updated website in seven languages, accessible community walking and boat tours. a language boat tour for chinatown residents and used the mission economic development agency meta to provide outreach to bilingual outreach bringing in vendors and had bayview mixers and have translated materials and have an annual open house very well attended and we have quarterly citizens
advisory committees up and down the waterfront. community feedback is essential to our work and we appreciate the time and dedication of our members and the thousands of residents, tenants, community groups and other audiences that have connected with us to discuss upcoming project and to make a more resilient, equitable waterfront. thank you for listening and for your time and we're available to answer any questions you have. >> supervisor: thank you so much. colleagues, any questions? >> director, thank you for the presentation and help us understand what a broker placement means. >> okay. thank you. so a broker place many we go through our values and desires and minimum qualifications and
specify all those through the port commission in the public process. the broker finds various tenants that may fit and be interested in the opportunity and seeks to incentivize interest in the opportunity and the potential tenants submit all the information to the broker and the analysis is done and comes to staff and then we're able to make a recommendation on who to enter a lease with us and typically we'd have an r.f.p. and it would require a process and our vacate spaces, we have some now and more potentially to come may not be re-tenanted with
the same types of restaurants in the 66-year leases. restaurant markets have changed, public interest have changed. in addition with the tenant improvement budget and brokerage we're hoping to bring in tenants to fit the demand of the day to find diversity and bring in local businesses for waterfront opportunities because once we're up and running we welcome people to the waterfront and that's a great opportunity for restaurants and retailers. >> this is more of a comment about the strategy i understand is viable and probably a bit more efficiency just me learning through the process trying to find a new tenant for a
clubhouse in district 1 and it's federal land and have specific regulations and guidelines which i assume the port does too and to think about not just san francisco guidelines but more than that and having a broker placement makes sense to find someone that has the expertise and be able to meet the requirements and dmdz of that space on the other hand learning the process feeling conflicted and knowing that space has consistently been san francisco family business space by knowing how long it's been operated by a san francisco family it was in partnership with is a corporation that has operated in national parks all throughout the united states.
i do understand while we want it to be a local business and have equities it's challenging. could you talk a little bit more in your thinking about the broker placement how do we make sure there's elements of making sure local business can stay competitive and that there's equity in your research. >> thank you for the question. when we were doing r.f.p.s and r.f.q.s some took months and some were not successful and the details of the agreement or financing did not come through. we've had three recent experiences where we didn't end up with the restaurant. now we more vacancies so it's more critical to the well being of the port and experience of port visitors to fill the
vacancies. in terms of how the brokerage -- sometimes we need destination restaurants to bring the public to certain areas of the waterfront. in other areas we can divide the space so there's local opportunities, small business opportunities and if we're doing the t.i. very investment requirements are not as daunting and the port can share earlier in a shared prosperity model. we're looking for moving some opportunities from base rents and percentage rents. our typical lease agreement is base rent you must pay and if you earn more revenues we revenue share above base rent. we're thinking of going to percentage rent only in some spaces because that reduces the risk of the business and entering into restaurant detail and that can be more challenging.
-- we look at the office and tenants that are not people moving are not in that category. they're based on a parameter rent schedule based on the land rate or the office rate that is in market. so the tendencies in retail have existing leases and to renegotiate a lease change that may need supervisor approval may change all the materials and conditions. for most the leases the desire is to work out the back rent with the port commission, gets the tenant into compliance to pay their base rent whether that means reducing their foot print which is typical or maybe making capital investments in the space we'll offer rent credit for.
there's levers to get the tenant into compliance and each requires a negotiation and process. for new tenants we're looking to potentially restructure terms with our economic analysts contracts and brokerage we'll be learning more about what the market will support and reduce tendencies. >> we attempted to work out last year a pool of money to help businesses for back rent asking for as high as $25 million. we knew from the analyst report it would be city wide around $200 million. we're pushing for additional funds again this year and hoping
it can help and there's agencies relied on and under score the point what you just said, $30 million in unpaid rent is having a significant impact on the ability to operate efficiently and effectively going forward. thank you, madame chair. >> supervisor: what is your attritions in the upcoming years. >> i can tell you how many position we plan to hire but i'd like nate to discuss the attrition. we're at 230. we have funded positions of 286.
that's 56 vacancies. in the new budget wave reduced attrition in order to fill 20 new position. additionally, we're hiring h.r. staff so 56 vacancies we can fill we begin to fill at a better clip. we're trying it move from 19 months to eight months from leaving a position to filling a position. it still sounds long but that's substantially better than 19 months. nate, if you could come in please for additional response to the attrition question. >> supervisor: 19 months is insane. what is the main driver of that absurd amount of time.
i don't know how you have a candidate for that long and still needs a job. >> it's a lot of things. one is we didn't have a lot of analysts to do hiring. so at any given time we were at 10 to 15 recruitments not 56. that's an important point. once we go into recruitment, we have a lot of wait time. the h.r. to conduct exams for city wide classification and protracted time lines for processes to be completed. it's definitely part of the story. it takes four to six months to complete certain exams around have difficulty with pile workers. we'll go through the process and not successfully get a candidate and an explained the bandwidth of our staff. all the factors result in the 19
month average from vacancy to fill. >> supervisor: and your biggest strategy for reducing the time is hiring more h.r. staff? >> yes. i also believe we have various strategies to pull in more than one vacancy. sharing lists with other city departments. looking for exempt hires in the interim so there's several strategies we're using to bring in people. we had real impacts in real estate from maritime from vacancies as well as the maritime division. >> supervisor: that answers my question. thank you so much for your presentation. >> thank you, chair ronen. >> supervisor: thank you. next we have the public library.
>> thank you, chair ronen and president walton and supervisors. thank you for the opportunity to present the library's budget today. i'll be co-presenting with the cfo and mike will walk you through the uses and proposed investments and we're also joined by our chief operating officer and budget manager today. while we're waiting i'll give a shut out to the budget director and thank you for your support
and budget and legislative analysts for your support in the process as well. the san francisco public library aspires to be the urban premier library in our country in service to our residents. this shows our long-standing strategic priorities and our continuing commitment to excellence, programming, services, facilities, collections, partnerships. delivering the priorities has made the library the highest rated department of city government. through our process we have developed specific proposals to advance racial equity and enhance digital access. furthermore, our department has worked to identify opportunities for investments that will support the city's economic recovery. including capital investments to boost the local construction industry and stimulate job
opportunities and support the arts and cultural sectors. the library already plays an important role as resource hub and community connector and see a greater opportunity for more people to benefit from our budget investments. as you'll see later, the largest source of funding is the library preservation fund. the fund has allowed us to deliver a high-level of service opening every neighborhood branch seven days a week and self-fund our capital projects including the renovation of the historic mission branch library and our chinatown branch library as well as build a budget for a new ocean-view branch library to serve as a regional hub for the o.m.i. and with that i'll hand it over to mike fernandez.
present the proposed budget for the san francisco library. it includes significant investments with our strategic priorities including racial equity. that's $1.1 million towards inclusivity and more for digital access and propose increasing the investments by around $200,000 for a collection of bipoc authors in the african american center and then disperse the books to branches to increase visibility. likewise the san francisco
public library propose to strengthen the native american collection to increase our holdings of book by and about native americans. the rest would increase purchasing in international languages to account for the diminished spending in the pandemic and increases in shipping cost that are affecting all departments. the following years we will focus on titles created by and about asian americans, pacific islanders, latinex and others to strengthen the bipoc collection and proposing to further augment san francisco library book giveaway program. this would go to a combination of scholars at home, everybody reads and summer together bringing the programs to around $400,000 plus another $100,000 for costs associated with the preparation and distribution which we learned last year were anything but minor. san francisco public library recently appointed our first dedicated racial equity manager
and we are proposing in the budget $300,000 in contracts so she has capacity to deliver special project initiatives now while she puts together a long-term plan while awaiting a full budget cycle before having the resources she would need. we have another $75,000 for the city librarians office for facilitation services to support trust building and innovation and collaborative problem solving within the san francisco public library to have the important conversations we cannot wait for that will help better serve and reach our patrons. on the digital access front, we have a combined $200,000 in assistive technologies for the talking books in the braille center and $100,000 for one-time refresh and for technical support related to the equipment. $95,000 investment to invest in 5-d connectivity for hot spots with high speed network access
for staff and patrons of mobile service. for our digi center one-time funds and $25,000 in ongoing funds to enable the update of our digital asset management system and expand capacity for digitizing archiving and right-sizing that in the ongoing budget. e-collections. the largest investment of $523,000 to increase the materials budget by 5% in fiscal year '23 to meet demand. immediate circulation grew 34% last fiscal year and many patrons have shifted in response to the library closures. the last investment i'd like to highlight here are in effort to retain the audience found with hybrid programming with a
>> providingservices . next slide please thank you for the pointed questions. there are a variety of reasons why these positions are still vacant. libraries are recovering from the pandemic and the hiring freeze of 2020. while hiring has slowed the apartment has a normal rate of staff turnover. we are currently in various stages of recommitment process with many of our positions waiting for the hr , administrating the interview
process and entry employment anticipates working . we have hundred nine full-time equivalent positions vacant in 2009 compared to ... 109 full-time positions in our last report and that's in comparison to theend of 2019 when we had 60 so that's where the gap is at the moment . the budget before you will allow us to complete our opening to pre-pandemic levels. >>highlights . where on track to open all locations to sunday service and we are already at 93 percent pre- covid hours of operation. to get there we need to dotwo things . hire those vacant positions we were talking about. the pre-pandemic hours are anticipated to be only the store this summer and with the forthcoming library
classification are confident our efforts will intrigue pre-pandemicstaffing levels during this calendar year . the other thing we need to do is continue to find innovative solutions to allow us to maintain service during renovations and other capital projects. minimize disruption of service like we did when we were able to sign the lease agreement for the mission bank branch library. >> as an urban library we are taking advantage of multiple tools available to us. with the library association we were awarded a grant from the mellon foundation for the expanding information act people initiative. where utilizing department of youth and families through their youth work program as well as treasury tax collectors office and their financial coaching program. we also use our own internal
resources for summer together which will continue this year and would provide every student with this past summer with 10 books as well asour summer strike program which is our learning reading and exploration program for all ages . all these are our own internal resources like summer together. being in communities isour main point of contact and we do so with the 20 neighborhood libraries . we realize weekly emails to patrons and communicate with patrons via email and print notices about their reserve and library systems. we maintain two full-time translators in both spanish and chinese to support in-house translation of library materials and make a concerted effort to retain bilingualstaff to speak comfortably with the community they serve .
at the beginning during the pandemic the library maintains a series of television lines in seven languages monitored by fluid staff for anyone tocall with questions about library services . we also seek assistance from community-basedneighborhoods, ourstaff , our recent committee and rc partners to ensure we are committed getting . we are seeking one additional 1312 position to add to our dedicated communication teamto provide additional capacity for our branch services . next slide please we have several capital projects in process included in our budget. the affirmationmission bank's reservation . we're also in the process of renovating chinatown branch and are currently which is currently schematic design and working with our partners at public works in the fall of 2023. these grants are in the planning phase and is acounty
transportation authority will begin a study . next slide please. >> thank you for the presentation. supervisor chan. >> thank you chair ronen. i wanted to thank the librarian and on your team for all the wonderful things you've accomplished over the years but in particular during the pandemic and on the website i'm so grateful to the library team functioning as a learning hub for some of our kids in the neighborhood. during email whenever there's a hot day we also function as a cooling center for us and i'm grateful to have the richmond library and the librarians all are super friendly to the community and i agree with the
cultural and language competencies you all have just each branch at least to ensure in the richmond so i'm grateful and where we always love to support thelibrary . i just want to highlight that. i think when someone asks me what i want to do when i grow up ialways say i want to be a librarian .but you do so much more than just books to our community. youfunction as a community and for that i'm grateful .>> you so much. >> supervisor mar. >> we just echo supervisor chan's words of appreciation for the incredible resource and roland the library system plays in the quality of life in our neighborhoods. and i really appreciate all the what you highlighted in your presentation about the
innovative work you're doing t support children and youth and families and the homeless community members . just as involved community members, this is all really wonderful . i was wondering if you could how your serving the needs of older adults since that's a growing part of our population especially in many neighborhoods like mine and i know thelibrary is extremely important to them to stay connected and engaged . >> thank you for your support and thank you for the question. a public library system is one of the most democratic of institutions and we serve everybody from rail to grave but an important segment of the population is older adults and our senior citizens so we have a number of service initiatives to serve that population. we have a talking books and braille center that is currently undergoing a renovation of its own. we have a services center and an inclusive programming
committee looks at the unique needs of its population and really we are offering allkinds of different programs throughout the year . we just celebrated techweek and have lots ofdifferent one-to-one coaching opportunities for seniors to come to the main library , get one-to-one assistance and learning how to use their device or learning how to use their laptop that their grandson bought them that they have no idea how to use so it's really a wide range of cultura educational and recreational activities that we tried to put together for our older adults . >> thank you supervisor. >> thank you director lamp. i just want to say that all the work and sacrifice you did during the pandemic relocating staff and really want to highlight it was the library of preservation fund that allowed
you to do what youwere able to do . to tap into that's an important thing that's coming up . we're in partnership with the mayor's office and many members of the board here already in your cosponsor of that but i wantedto highlight that the work you areable to do during the pandemic . and being able to fill in , relocate and put your staff in position to really help the city continue tofunction . it was so important and just wanted tothank you and also to highlight that .>> we're going to be working collaboratively to get back past. >> thank you ma'am chair. >> looks like the budget and finance committee agrees it's relies on thestate library and department . we very much appreciate this as
i want to go all mycolleagues . the service you provide which you are that and find free. the openness that you have with the public. we're very proud and thank you foryour work thank you chair ronen and thank you all for your support . >>. >> although i am ... [inaudible] >> thank you supervisors. ithink the treatment the public library got was easier than city attorney's office . so thank you ma'am chair. and supervisors for the opportunity to come and you
today. very much appreciate it. the past two years has been a period of all people and uncertainty and we've seen it as a city and seenit as an agency but i'm happy to say this is a new day at the sf puc and this budget is about the clear direction . it's aboutrevitalization, it's about investing in equity and it's about foresight . on the capital side alone we plan to invest $10 billion ove the course of the next 10 years and that means san francisco jobs . it means neighborhood benefits and a world-class infrastructure. we had threeoverarching goals came to designing this budget responsible management , acces and affordability and supporting people and communities and we think this budget does all three . responsible management means being thoughtful and transparent . it means financial
sustainability, environmental stewardship, the highest ethical standards. we have a track record of quality and reliability no matter how trying the circumstance. even during the height of the pandemic most of our work force was on the job at their worksite making sure everyone had access to critical services when people needed them the most and that are most important job and one that will continue. this budget also makes substantial investments in near-term needs like wildfire mitigation, limitchange resiliency and drought response . we're being prudent when it comes to managing water supplies as we enter your three ona historic drought where being good stewards while not gambling with the water supply for 3 million they area residents and businesses . we're aggressively pursuing different ways to preserve and reuse water including online water recycling project later this year to meet demands and
golden gate park andelsewhere . reducedemand also means reduced revenue for us and our operating costs are largely fixed . to help address that shortfall we initiated a five percent temporary drought surcharge for our retail customers. that began appearing onbills in april . the surcharge doesn't cover all our shortfalls or reaching into our reserves to balance the budget in the short term. another important aspect of responsible management is updating the way wedeliver on our capital projects and this budget does several things in the front . first it maintains strong investments in repair and replacement of infrastructure. invest new construction investors to make sure our projects are done right and it's designed to deliver cost savings by allowing long-term projects with project delivery incentive.this year we're only coming forward with a one-year capital budget supplementalrather than our
normal two-yearcapital budget plan . this is because we are currently taking a strategic look affordability . we will be coming back with a fully balanced capital plan in fiscal year 23 24budget in the fall to align with the city's overall capital planning . we're not so that slowing down projects but where rightsizing our overall approach based on affordability and delivery capacity and designing more efficient use to deliver long-term savings and more affordable rates to our ratepayers. next slide. that factor since ournext budget priority, access and affordability .revamping our approach to capital projects is just one way we're advancing affordability. but in near-term taking a number of other steps to ensure our customers access to our services and those services remain affordable and amid the economic uncertainty . first as i mentioned to a couple previously there will be
noretail rates increase for water and wastewater in fiscal year 2022 2023 . there is a temporary job surcharge imentioned earlier that automatically goes away when the drought emergency is over . also the more customersconserve water the less they will feel the effect of the surcharge on their pockets . secondly for our power customers the race will actually go down once our power survey is complete and we institute those rates in july. additionally we secured about $11 million to federal and state funding to help customers pay off half do water and power bills that accrue during the pandemic and customers already starting to see credits on their bills. that's in addition to application we've made for another $2 million in wastewater that relief which will be distributed to customers later this spring. we further extend themoratorium on shutoff and abatement fees
for nonpayment of bills to at least june 30, 2022 . to help people get a more sustainable funding going forward in march we also launched the new customer assistance program which provides a 25 percent discount on water and sewer services and a 30 percent discount on power services for households with low incomes. this features the streamlined application process that takes less than 10 minutes tocomplete online and the information is posted on our website in a different languages . we launched a detailed outreac campaign in march to learn more about the program and the results are already showing . more specifically our goal was to reduce enrollment by 50 percent but in six weeks campaign increased applications by 100 percent before the new outreach push the program at 2100 participants and now an additional 21 hundred have applied as of late april. part of our outreach included full-pageknowing and eight
languages . the last and packages in chinese, filipinoand spanish . nextslide please . this leads to ourthird budget priority , supporting people and communities and this will manifest in a number of different ways. but most meaningful is the economic stimulus that will be provided. it's delivers on jobs, infrastructure and community programs.we will also continue to do thework of racial equity both internally and with the community that we work with . internally we are implementing our racial equity action plan and have a racial equity working group that leaveseach enterprise in europe and we presented our one year progress report to the office of racial equity . our process to formally embed racial equity considerations into the budget development process and we made agencywide
progress on multiple fronts. including engine enterprises and bureaus having dedicated significant time and effort to develop racial equity plans which help inform our comprehensive agencywide plan developing a racial equity resource library and expanded recruitment outreach to reach more than 70 of those communities networks organizations and platforms we conducted analysis around gas barriers and resource allocations to ensure fairness the overall racial ethnic makeup has been relatively stable within the 2021 calendar year despite an overall decline in total headcount. new hires and promotions demonstrate a recent trend towards more diversity or the organization over the 2021 calendar year but beyond that. looking forward to the opening later this year of the southeast community center at 50-50 evans avenue featuring childcare, nonprofit workspace,
community meeting rooms and provide a wide range of workforce develops educational opportunities for residents of all ages . across the city but particularly in our southeast community neighborhoods. internally we are focused on recruitment of staff through a number of ways. among those are converting multiple temporary positions to permanent ones including increasing our talent acquisition resources by six analysts which increases our capacity to conduct exams by 50 percent and increasing support of the city department of human resources to do a hiring surge to cut through a backlog of open positions. next slide please. here you see the breakdown of our $1.6 billion operating budget by our three different enterprises. water makes up just under half the budget. power which includes clean power sf makes up 30 percent
and wastewater makes up the remaining 24 percent. next slide. here you see the changes to our operating budget over the next two years. there's a 15 percent total increase to our operating budget in that time and that increase is drivenby two things . debt service and increased costs for power purchases, transmission and distribution. our capital program is the single biggest cost driver and is why we spend so much time this budget cycle focusing on making sure that we are budgeting for it as efficient as possible. together debt service and paid capital make up over a third of our operating budget and debt service is increasing because of visible interest payments on previously issued debt which is funded many major investments in our utility infrastructure especially through the recently concluded water system improvement program and ongoing
sewer system improvement plan. next slide please. on staffing we are seeking to grow our operating funded fte by three percent over the two-year budget to address new needs in key areas like cyber security and data management and ensuring we are continuing to meet evolving regulatory requirements. another part of that increase is converting temporary positions to permanent ones to ensure imminent operating positions are filled with service staff which helps with retention andrecruitment . where transferring 11 staff from dpw as we bring sewer work in-house. we did not include capital funded fte's from this chart to be consistent with the dra report on our budget and to avoid any confusion but when we includethose capital funded ftes are total fte count is roughly 2500 people . we're also adding another 44 capital funded ftes for a
variety of areas including construction, modernizing our customer service experience and support the acquisition of pg&e infrastructure. these positions are supported by the capital budget and represents the true need we have to get all this work done to benefit ourratepayers . it allows us to alleviate behind emergency work placed on current staff so they can return to a healthy workload. as i mentioned already wear down a lot of people but we're now embarking on a full-scale hiring surge to get usback up to the level that we should be. next slide please . this slide represents our one year fiscal year 2022 2023 capital budget which is for a total of $1.1 billion. the capital budget isconsidered separately from the operating budget . as i mentioned earlier we're
only looking forward to a one year capital budget supplemental at this time as you work on definingour 10 year capital plan with a focus on deliverability and affordability .as you can see the largest portion of this capital budget is wastewater projects which is driven by the were system improvement program including the biosolids project southeast treatment plant. other key projects include the replacement ofwater mains, sewer collection system and streetlights . so a new headquarters for our city water distribution division, the mountains all projects, power grid connections and local renewable energy development read our capital supplementals are accompanied by financing authorizations and we need approval associated with these projects so you all will also see that proposedlegislation before you today . next slide . these are the individual pieces
of legislationbefore you today . and we ask that you consider all of them as you consider our budget and i'm happy to take any questions you might have class to clarify these will be before us next session a questions. >> thanking chair. i have a question and i think it's slide six that is just to show the increase listed as non-labor cost. what are they? >> thank you, on your presentation on slide six year nonlabor cost. could you tell me what that is? >> laura bush, budget director. this represents everything not related to labor for overhead so contracts, materials and supplies and grants.
equipment and general reserve contributions. >> definitely have to learn a bit moreabout that breakdown . but i do have another question. i think i have mentioned it before about the emergency contracts that for example i think the one we prove that the board would have subsections and included some fencing. i think when you first come to the board as it turns out and which is understandable because they are emergency and often times it becomes competing the soap that we expected in terms of how much money and the work
that needs to be done. could you talk a little bit about how you put that in your budget? >> the emergency response is different and it's unique but unfortunately we can't budget for those unforeseen emergencies but we leverage existing operations or operating on our capital projects as fast as possible for emergency responses. some emergency responses obviously require securing contract services which the emergency declaration will generally provide access to and i think that as much as possible the puc typically reproduces existing project appropriations to handle most of ouremergency funding needs and then ? phil. project funds in the next capital budget cycle but there are some where we obviously have to come to you so i think what we're talking about with
stone cold was a particular example where we had to reach out and come to you. and there are some emergencies where we do have the ability to get access to state or federal funds and we seek to take advantage of those as much as possible . and i think that generally requiresa great deal of collaboration with the board as we work through that process . >> i don't think today but at some point i kind of would like to evaluate a little bit around the emergency contract that sfpuc has been tackling previous fiscal years and is there any way we can start thinking out contingency and budget in a way that doesn't constantly try to come back to the board forapproval or a certain percentage of the overall budget . that's just a thought.
if that part doesn't already exist that would be a nice strategy . >> supervisor. >> one of the questions director herrera we've been asking the general manager. we've been asking departments all day long of a number of vacant positions and then comparing that with their request for new positions. can you just balance that out for us? >> sure, we have 660 existing positions. >> unfilled? >> we had 660 unfilled positions, vacant positions here in the processand we're going through 529 of those to try and get those filled . we are currently working on a
numberof recruitments . we have 24 recruitments out. 37 eligible reports available but that can potentially be usedto fill our positions immediately and they're working in conjunction with other agencies . i know that there were some questions i think with supervisor wrote it in terms of scale. you want to know how much that increased over the last several years and if you look at back inmarch 2018 we had422 vacant positions . that's obviously increased . there was a brief period of time in july 2020 we went from 442 to 539 and went down to 508 and now it's gone up to 660 positions. so that gives you some sense of how we are what we are working on. >> my second piece was and yet there's a request for an
increase and is it specificall , tell me how that works. >> some of these we have an increased request for certain things that we have an increased need for.cyber security for example and other jobs that were not particularly vacant before but they aren't new responsibilities that we have in it, in cyber security and the like . that's in addition to vacant positions we have. >> got it, thank you madam chair. >>. >> chair: the part had a 19 month average hiring timeline. >> it's about the same. it goes anywhere from a minimum of six months to a max of about 18 months and what i would say is that has been the thing i've
been most surprised at in my six months in the position. it was something i wasn't familiar with as city attorney. i could go out andhire . and the hiring process was much leaner. i could be much more double. it was much more responsive and i was totally surprised at the challenges faced in this environment. number one just to get the testingup and going . we're losing out on great candidates and it's a competitive marketplace and it's a process that hampers our ability and we're just competitive because we're competing with the private sector and a maybemore flexible in a variety of ways . and then we have a process where in a competitive marketplace somebody has another opportunity and i can't fill it. so it's been the number one thing that i have heard
throughout the organization. i need people, i can't fill my positions and it's something we're committed to and i was lucky i was able to hire the ho ace director who is responsibl for human resources for all of los angeles . we brought her on and i had made a couple of months ago that number one priority. working with dhr and other are other partner agencies to figureout a way we can combine resources ,streamline thingsso that we can hire people . it's the number one issue . >> i agree. the 660 vacancies if it takes that long can you reallyget 529 built in a year . >> were going to do our very best toget out there. we have a number of, were going to get whatever we can get done . i'm not going to lie to you and say i'm going to get 529 filled
but i want to get as many felt as possible and if nothing else the fact that we're having this conversation and that we're all chuckling about is it realistic to get 529 vacancies filled, it's piece to the shared challenge we have about figuring out a way to get as many positions filled so that we can be responsive to our constituents and that means working together with dhr. it means working with labor partners and working with our partner agencies so we're going to do whatever we can to make it a priorityand to make a dent in that number . >> first of all i'm thrilled you're not raising rates. thank you to you and your incredible staff. that's such good news. but we would love to get a realistic sense of what's going to be possible because we want to make sure we're not over budgeting on that side. it's an enterprisedepartment so it all goes back into your
budget anyway . but again i just am wondering with the general fund department that we're not going to allow you to keep those vacancies on if we don't think you can hire. just fyi . >>. >> i'm glad you highlighted the timeline. it'ssomething we've been working on with a lot of different departments. oneof the questions we had when we had director eisen in here , she has committed to us to engage on this . one example was when we started the conversation right when covid began to was nine months to a year to a higher nurse's so we put the concerted effort and wereable to shrink that timeline but it really takes your hr, dhr . there needs to be on coordination with our labor partners and then it's not something lost onthis committee that we try to work on that .
>> i appreciate that. >> thank you so much. see you next week. by. next we have the residential rent stabilization protection board. >> i'm so excited. >> good afternoon chair ronen. i think mister levi has the presentation. i believe the updated front presentation was sent at the meeting hour today. thank you so much. good afternoon chair ronen and
budget and appropriations committee members, supervisor safai, supervisor mar, supervisor chan and president walton. it's an honor to present the rent board budget to you today and in this year of much growth and change for the rent board we greatly appreciate your time and consideration and i do understand you've been here quite sometime today so we will move hastily. >> the rent board's mission, if you could advance the slide. with the inception of the ordinance our mission grounds are core work and we regulate rents and elections. we carry out mediations to assist the public to try to come to an equitable resolution and we are the city's repository for filing and buyouts amongst other functions
and now we house a rentboard housing inventory. next slide please . here is the rent board budget for fiscal year 22 to 23. your your notice anincrease in both expenditures and positions for this coming fiscal year . the budgeted increase is to support the departments move and tenant improvements which last year was so generously endorsed by ourselves city administrator carmen chu and mayor breed as well as to account for increases in salary to support the work of the housing inventory. you'll notice this amount decreases in thefollowing fiscal year 2324 due to reduced spending once the move is complete yet still alive accounts for benefit increases
.next slide please.here you will findthe rent board's recently changed organizational structure which was formulated about a year ago and is now being built out . to note the finance operations and inventory units andstaffing are all driven either a new mandate . next slide please. in regards to our service delivery the rent board proceeds with its work to maintain a balance between landlords and tenants filling our department'smission. we continue to hold hearings on request for rent increases and rent reductions . we are increasing staffing, developing better use of technology and becoming more efficient and data sharing. most importantly we are building the rent board housing inventory. we're doing this in a multifaceted way with technology , targeted community outreach to small property owners and in collaborating with the mayor's office of housing and community
development and with 311 and making available housing inventory data. next slide please in regards to staffing webudgeted approximately 47 physicians in the past years . the present years budgeted at 47 physicians. in fiscal year 2223 we are budgeted at 50 positions which we hope to continue in the following fiscal year. this growth is driven by implementation and administration of the rent board housing inventory administration and collection of our own fee and related request and extension of just cause provisions adding approximately 85,000 units to come under the rent board's jurisdiction. the rent board has a strong focus on recruitment and hiring in this coming fiscal year which will support our core work filling several vacancies experienced at the end of fiscal year 2021 and the beginning of fiscalyear 23 and supporting our focus on racial equity and administration of
the housing inventory. if i haven't already said that . next slide please. we would like to respond to chair ronen's inquiries regarding medication with the public. our website and call center are the primary ways to communicate our work to the public. the website is available in four primary languages, english, spanish, chinese and filipino and shares updates on related laws and makes available are hundreds of multilingual foreign around the public can request an interpreter and most other languages and we provide interpreters forhearings if a member of the public cannot afford their own . seven out of nine contact employees are certified in a second language and several are bicultural. we are in the process of planning renewed post-pandemic humidity outreach. a large portion of this will be
community outreach in regards to housing inventorywith a strong focus on small property owners and led property owners . a sharper focus will be given to outreach seniors and those with disabilities particularly in underservedneighborhoods an communities . we have opportunities growing our staff and we look forward to going beyond our usual outreach model . next slide please . finally i wanted to highlight the boards racial equity focus. thedepartments equitable recruitment and hiring plan was drafted in 2021 which is currently being implemented . the department has budgeted a halftime dedicated position to support departmental racial equity positions. an equity lens focused on inventory outreach with special attention to ldpand senior populations and being able to use the data to inform housing trends across the city . and thank you so much to the committee today. i appreciate it . >>. >> chair: supervisor chan. >> just a quick question about the inventory, sorry.
. >> the resource direction that you provide is, it's essential so i just appreciate you with such a small staff really to the work that you do is extraordinary. and i am similarly enthusiastic about this housing inventory for. >> sometime so it will be amazing to see applied. thank you so much. >> thank you chair so much. >> last but not least i was very patient retirement system, thank you so muchto both of you to both departments for your patience .thank you so much .
>> good afternoon supervisors. we may not be your favorite department today. but hopefully as you near the end of your career here you'll find that we will be very useful and hopefully the bearer of very good news for you as to transition from access to retirement. it's a pleasure . >> we so appreciate that. >> our mission is threefold. first of all we have $35 billion trust that we are securing, protecting and investing. we are also administering the mandate benefit programs and we are for most people the most important as a retiree we are paying the publicbenefits . so if we can go to the third page. the retirement board actually not only administers a retirement fund.
they also administer the city's 457 plan. it was $5 billion fund a few months ago but with the market it's 205 billion but this is a completely voluntary plan. there's no city match so we have an impressive participation rate and we have folkswho are really utilizing that piece in addition to the retirement plan . we are celebrating two things. we turned 100 last year. the retirement system was enacted by the board of supervisors in 1921. so we've crossed over serving over 100 years of our retired employees. the second thing we celebrated was we had a exceptional investment year last year. we return in excess of 34 percent in fees and for the
first time since 2008 we achieved full funding. in fact we are as of july 1 of last year indicatedthat we were just under 112 percent funded . that means we have enough money in the trust to pay all the liabilities of every active employee and every retired employee this year. i want to make sure that in during the pandemic we don't have much opportunity to celebrate butthat's good news . it's due to the hard work of the investment staff as well as help and certainly the retirement board. that plays a critical role especially in the investment of the trust. we're serving over 75,000 folks and if we go to the next slide we show the growth of the trust
over the last five years but i will say at the end of the great financial crisis in 2009 the market value of the trust was $112 billion. now weare here 12 years later and we have assets in excess of $35 billion. we nearly tripled the value of the trust . now thefinancial market but it was favorable for the most part during the period of time. i'd like to talk about what's happening with the market today . because the marketi think went down nearly 4 percent today . but certainly the board and staff have positioned that portfolio to print protect against these types of financial markets and also to participate in the success of those markets. so if we will go to the next page.
of interest this is the first year of looking back over the last 10 years where we've had a decline in active membership in the plan and we believe this reflects what's happened with the city as far as hiring and losing people over the pandemic . the year before that it was relatively flat. indicating that there were not a lot of newmembers rehired into positions . but this year we actually had a decline from 34,521 active members than the previous year down to 33,000 644. a lot of this is also reflected in the member next to that which is these are people who are not old enough to retire but they have enough service to the city but they have city employment, left their money on
accounts and they will come back. we've seen an uptick during the pandemic of people deciding to lose city employment so we are the recipient as i said as people are on the way out the door they stop and talk to us so we felt the same impact that departments are finding and not being able to fill positions. people leaving, people deciding for various reasons to end their city career. they come by hopefully and talk to us so i think our membership trends really supportwhat's going on and has been going on for the last 2 years . in answering particularly chair ronen's questions,, we have 28 vacancies in our department. 15 percent vacancy rate. but 12 of those are in our retirement analyst series. what we've actually done in
this year's budget is we have entry-level positions that we've had a difficult time recruiting for. when we regroup for them there's too many other promotional opportunities that we can't keep them so what we do is using our racial equity plan we went and evaluated what kind of barriers we have in place and we've created an internship program where at the very end of filling six intern positions where interviewing 25 candidates. we're very pleased with the response to this posting of these positions and we look forward to training them for 18 months and if we're successful at the end of the 18 months we have vacant technician positions in our budget so that they could be hired into the systems at the end of the 18 months of those are the only i believe there's six of them that we are holding open.
and it's not to save money, is to fund the apprenticeship program and to have positions available without successful completion of the internship . >> so did the interns get paid? >> yes, we're absolutely $34 an hour. we don't want a couple of the job fairs and we have over 200 people apply. we've hadbecause we broken down some education barriers , to experience requirements, we actually had over 154's invest in minimum qualifications and now we're at the process of selecting 25 . come back for an interview that we're very near to completing this internship program.we've done internship programs on the investment side usually with college graduate students who
are looking for some experience and we've not really had a lot of success keeping those bolts on as government employees. these we want to train them, keep them. we want to have a career track for them so i will say that our attrition percentage is around 9 to 10 percent but our vacancy rate has been consistent over the five years. i think we struggled to fill these positions and we're really hopeful this budget does include money in the attrition savings part that would fund potentially increasing the salary of these retirement analyst positions in january. there's a half a year of potentiallyincreasing and making the salaries more competitive . we lose a lot of our retirement analyst to the human resource analysts because it pays more.
it requires the same type of experience, number of years of experience but we can't compete because we're hoping that with this restructuring during this budget that we will get that resolved and we want to get our vacancy down to asclose to zero . i heard you asked 580 positions whether they could be filled in a year. the scope of that is beyond. i don't think we have 19 retracted but we're lucky a lot of our positions are very specialized and not having had such a wide recruitment . but that being said we look forward to anything that's sort of would speed up the process to get people on board. with that argumentation piece, we have a website. and we have actually introduced another calculator on that
website before we rolled it out like to three years ago. calculator where people can go and model their service retirement benefits. they have over 7000 today wanting him to use that. i don't know if we have 7000 people eligible for city employment for theyhad a bad day with their boss and they want to see how much will it be worth to me if i stay an extra year or so . that's agood volume. we have 60 percent of all active and retired members who have registered with our portal and like i said , we have the service calculator out and now we rolled out the investment calculator so full to don't intend to have a 20 year career can still go in and see what the pension would be if they were again unfortunately to
leave city employment so we're very proud of that and obviously with the increase in folks who havedecided to retire for various reasons over the pandemic , any number of retirements that we have to counsel and process has also increased and the staffing shortage has really made it very difficult to maintain the service levels that we're comfortable with so we have asked for additional staffing with the intent that we want to restructure and reposition these new positions so that we can hire. and with that i'll remind everybody that we made all this money and in addition we paid out over 1,000,000,000 and a half dollars on pension. we pay 100 roughly 145 million a month to our retired workers and make sure that money is paid and settled. will be happy to answer any questions you're making a good pitch for being our favorite
department especially as we're getting older . >> i'm waiting for the president of my board. >> i don't know who's going to take credit for all your work. >> if the president of the retirement board wants to say anything. >> i was goingto say what if we can continue this conversation next week . >> we are in good shape, thank you wonderfulpresentation . >> any other questions . >> thank you, that was a great presentation and you're amazing for being so patient. we appreciate you. can we now openthis item up for public comment . sorry, we probably forgot about that. >> numbers of the public who are joining us in person who would like to speak. with those listening remotely call 415-655-0001.
meeting id is 2485 295 1638. then press pound twice. you'll need to restáthree to answer the speaker line. for those already in that you continue to wait until the system indicates you havebeen unmuted. we have no in person and madame chair we have no one on the telephone . >> public comment is now closed. i like to make a motion to brent help me out here. it contains items one through three. till next week's meeting. seconded by president walton, can you please take a roll call vote. >> on motion to continue items one through three to the budget appropriationscommittee meeting of may 25 . seconded by number walton.
>> number walton. we have 5 aye's. >> thank you so much and do we have any other items on the agenda. >> we do have one more item. that we unfortunately were on the agenda because i took out. we do need to call in. >> please do. >> item number four. is more than cementing the administrative code existing three charges on permanency of license fees and permit and license renewal fees issued by the planning department, department of building inspection, department of public works, police department and entertainment commission that may be appealed to the board of appeals and affirming
the department's determination other ceqa. members of the public should call 415-655-0001. meeting id is 2485 295 1638. dialá3 the lineup to speak. a system prompt will indicate you have raise your hand and when the system indicatesyou have been un-muted you may make any comments .>> thank you. can we continue this, i'm going to make a motion to continue this item to week's meeting on the 25th. can i have a second? >> yes madame chair. members of the public who wish to speak may line upnow. if you are listening remotely , please call 415-655-0001. the meeting id is 2485 295 1638. then press pound twice. wait until you have been
unmuted and that will be your cue tobegin your comments . can we confirm if we have any colorsin the queue ? madame chair thereis no one in the queue . >> public comment is now closed. i will have a rollcall on a motion. >> motion to continue this to the meeting of may 25 . vice chair ronen, seconded by commissioner safai . [roll call vote] we have 5 aye's. >> chair: thank you so much and are there any other items on the agenda? >> we have concluded our business . >> chair: the meeting is adjourned. >>
chinatown by my parents who started the business in the mid 1980s. today we follow the same footsteps of my parents. we source the teas by the harvest season and style of crafting and the specific variety. we specialize in premium tea. today i still visit many of the farms we work with multigenerational farms that produce premium teas with its own natural flavors. it is very much like grapes for wine. what we do is more specialized, but it is more natural. growing up in san francisco i used to come and help my parents after school whether in middle school or high school and throughout college. i went to san francisco state university. i did stay home and i helped my parents work throughout the
summers to learn what it is that makes our community so special. after graduating i worked for an investment bank in hong kong for a few years before returning when my dad said he was retiring. he passed away a few years ago. after taking over the business we made this a little more accessible for visitors as well as residents of san francisco to visit. many of our teas were traditionally labeled only in chinese for the older generation. today of our tea drinkkers are quite young. it is easy to look on the website to view all of our products and fun to come in and look at the different varieties. they are able to explore what we
source, premium teas from the providence and the delicious flavors. san francisco is a beautiful city to me as well as many of the residents and businesses here in chinatown. it is great for tourists to visit apsee how our community thrived through the years. this retail location is open daily. we have minimal hours because of our small team during covid. we do welcome visitors to come in and browse through our products. also, visit us online. we have minimal hours. it is nice to set up viewings of these products here.
>> i don't want to be involved in the process after it happens. i want to be there at the front end to help people with something in my mind from a very early age. our community is the important way to look at things, even now. george floyd was huge. it opened up wounds and a discussion on something festering for a long time. before rodney king. you can look at all the instances where there are calls for change. i think we are involved in change right now in this moment that is going to be long
lasting. it is very challenging. i was the victim of a crime when i was in middle school. some kids at recess came around at pe class and came to the locker room and tried to steal my watch and physically assaulted me. the officer that helped afterwards went out of his way to check the time to see how i was. that is the kind of work, the kind of perspective i like to have in our sheriff's office regardless of circumstance. that influenced me a lot. some of the storefronts have changed. what is mys is that i still see some things that trigger memories. the barbershop and the shoe store is another one that i remember buying shoestrings and getting my dad's old army boots fixed. we would see movies after the first run.
my brother and i would go there. it is nice. if you keep walking down sacramento. the nice think about the city it takes you to japan town. that is where my grandparents were brought up. that is the traditional foods or movies. they were able to celebrate the culture in that community. my family also had a dry-cleaning business. very hard work. the family grew up with apartments above the business. we have a built-in work force. 19 had 1 as -- 1941 as soon as that happened the entire community was fixed. >> determined to do the job as democracy should with real consideration for the people involved. >> the decision to take every one of japan niece american o
japanese from their homes. my family went to the mountains and experienced winter and summer and springs. they tried to make their home a home. the community came together to share. they tried to infuse each home are little things. they created things. i remember my grand mother saying they were very scared. they were worried. they also felt the great sense of pride. >> japanese americans. >> my granduncle joined the 442nd. when the opportunity came when the time that was not right.
they were in the campaign in italy. they were there every step of the way. >> president truman pays tribute. >> that was the most decorated unit in the history of the united states army. commitment and loyal to to the country despite that their families were in the camp at that time. they chose to come back to san francisco even after all of that. my father was a civil servant as well and served the state of california workers' compensation attorney and judge and appellate board. my parents influenced me to look at civil service s.i applied to police, and sheriff's department at the same time. the sheriff's department grabbed me first. it was unique. it was not just me in that
moment it was everyone. it wasn't me looking at the crowd. it was all of us being together. i was standing there alone. i felt everyone standing next to me. the only way to describe it. it is not about me. it is from my father. my father couldn't be there. he was sick. the first person i saw was him. i still sometimes am surprised by the fact i see my name as the sheriff. i am happy to be in the position i am in to honor their memory doing what i am doing now to help the larger comment. when i say that we want to be especially focused on marginalized communities that have been wronged. coming from my background and my
family experienced what they did. that didn't happen in a vacuum. it was a decision made by the government. nobody raised their voice. now, i think we are in a better place as country and community. when we see something wrong we have change agents step up to help the community affected. that is a important thing to continue to do. you talk about change and being a leader in change and not knowing whether you have successes or results. the fact of the matter is by choosing to push for change you have already changed things. through inspiration for others, take up the matter or whether it is through actual functional change as a result of your voice being heard. i think you have already started on a path to change by choosing that path. in doing that in april of itself
the tenderloin is home to families, immigrants, seniors, merchants, workers and the housed and unhoused who all deserve a thriving neighborhood to call home. the tenderloin initiative was launched to improve safety, reduce crime, connect people to services and increase investments in the neighborhood. as city and community-based partners, we work daily to make these changes a reality. we invite you to the tenderloin history, inclusivity make this
neighborhood special. >> we're all citizens of san francisco and we deserve food, water, shelter, all of those things that any system would. >> what i find the most fulfilling about being in the tenderloin is that it's really basically a big family here and i love working and living here. >> [speaking foreign language] >> my hopes and dreams for the tenderloin are what any other community organizer would want for their community, safe, clean streets for everyone and good operating conditions for small businesses. >> everything in the tenderloin is very good. the food is very good. if you go to any restaurant in
san francisco, you will feel like oh, wow, the food is great. the people are nice. >> it is a place where it embraces all walks of life and different cultures. so this is the soul of the tenderloin. it's really welcoming. the. >> the tenderloin is so full of color and so full of people. so with all of us being together and making it feel very safe is challenging, but we are working on it and we are getting there. >> restaurants will be open for take out only, but nonessential stores, like bars and gyms, will close effective midnight tonight. [♪♪♪]
>> my name is sharky laguana. i am a small business owner. i own a company called vandigo van rentals. it rents vans to the music industry. i am also a member of the small business commission as appointed by mayor breed in 2019. i am a musician and have worked as a professional musician and recording artist in the 90s. [♪♪♪] >> we came up in san francisco, so i've played at most of the live venues as a performer, and, of course, i've seen hundreds of shows over the years, and i care very, very deeply about live
entertainment. in fact, when i joined the commission, i said that i was going to make a particular effort to pay attention to the arts and entertainment and make sure that those small businesses receive the level of attention that i think they deserve. >> this is a constantly and rapidly changing situation, and we are working hard to be aggressive to flatten the curve to disrupt the spread of covid-19. >> when the pandemic hit, it was crystal clear to me that this was devastating to the music industry because live venues had to completely shutdown. there was no way for them to open for even a single day or in limited capacity. that hit me emotionally as an artist and hit me professionally, as well as a small business that caters to artists, so i was very deeply
concerned about what the city could do to help the entertainment committee. we knew we needed somebody to introduce some kind of legislation to get the ball rolling, and so we just started texting supervisor haney, just harassing him, saying we need to do something, we need to do something. he said i know we need to do something, but what do we do? we eventually settled on this idea that there would be an independent venue recovery fund. >> clerk: there are 11 ayes. >> president walton: thank you. without objection, this resolution is passed unanimously. >> and we were concerned for these small mom-and-pop businesses that contribute so much to our arts community. >> we are an extremely small
venue that has the capacity to do extremely small shows. most of our staff has been working for us for over ten years. there's very little turnover in the staff, so it felt like family. sharky with the small business commission was crucial in pestering supervisor haney and others to really keep our industry top of mind. we closed down on march 13 of 2020 when we heard that there was an order to do so by the mayor, and we had to call that show in the middle of the night. they were in the middle of their sound check, and i had to call the venue and say, we need to cancel the show tonight.
>> the fund is for our live music and entertainment venues, and in its first round, it will offer grants of at least $10,000 to qualifying venues. these are venues that offer a signature amount of live entertainment programming before the pandemic and are committed to reopening and offering live entertainment spaces after the pandemic. >> it's going to, you know, just stave off the bleeding for a moment. it's the city contributing to helping make sure these venues are around, to continue to be part of the economic recovery for our city. >> when you think about the venues for events in the city, we're talking about all of them. some have been able to come back adaptively over the last year and have been able to be shape shifters in this pandemic, and that's exciting to see, but i'm really looking forward to the day when events
and venues can reopen and help drive the recovery here in san francisco. >> they have done a study that says for every dollar of ticket sales done in this city, $12 goes to neighboring businesses. from all of our vendors to the restaurants that are next to our ven sues and just so many other things that you can think of, all of which have been so negatively affected by covid. for this industry to fail is unthinkable on so many levels. it's unheard of, like, san francisco without its music scene would be a terribly dismal place. >> i don't know that this needs to be arrest -- that there needs to be art welfare for artists. we just need to live and pay for our food, and things will
take care of themselves. i think that that's not the given situation. what san francisco could do that they don't seem to do very much is really do something to support these clubs and venues that have all of these different artists performing in them. actually, i think precovid, it was, you know, don't have a warehouse party and don't do a gig. don't go outside, and don't do this. there was a lot of don't, don't, don't, and after the pandemic, they realized we're a big industry, and we bring a lot of money into this city, so they need to encourage and hope these venues. and then, you know, as far as people like me, it would be nice if you didn't only get encouraged for only singing opera or playing violin. [♪♪♪] >> entertainment is a huge part of what is going to make this city bounce back, and we're
going to need to have live music coming back, and comedy, and drag shows and everything under the sun that is fun and creative in order to get smiles back on our faces and in order to get the city moving again. [♪♪♪] >> venues serve a really vital function in society. there aren't many places where people from any walk of life, race, religion, sexuality can come together in the same room and experience joy, right? experience love, experience anything that what makes us human, community, our connective tissues between different souls. if we were to lose this, lose this situation, you're going to lose this very vital piece of
society, and just coming out of the pandemic, you know, it's going to help us recover socially? well, yeah, because we need to be in the same room with a bunch of people, and then help people across the country recover financially. >> san francisco art recovery fund, amazing. it opened yesterday on april 21. applications are open through may 5. we're encouraging everyone in the coalition to apply. there's very clear information on what's eligible, but that's basically been what our coalition has been advocating for from the beginning. you know, everyone's been supportive, and they've all been hugely integral to this program getting off the ground. you know, we found our champion with supervisor matt haney from district six who introduced this legislation and pushed this into law. mayor breed dedicated
$1.5 million this fund, and then supervisor haney matched that, so there's $3 million in this fund. this is a huge moment for our coalition. it's what we've been fighting for all along. >> one of the challenges of our business is staying on top of all the opportunities as they come back. at the office of oewd, office of economic and workforce development, if you need to speak to somebody, you can find people who can help you navigate any of the available programs and resources. >> a lot of blind optimism has kept us afloat, you know, and there's been a lot of reason for despair, but this is what keeps me in the business, and this is what keeps me fighting, you know, and continuing to advocate, is that we need this and this is part of our life's blood as much as oxygen and
food is. don't lose heart. look at there for all the various grants that are available to you. some of them might be very slow to unrao, and it might seem like too -- unroll, and it might seem like it's too late, but people are going to fight to keep their beloved venues open, and as a band, you're going to be okay. [♪♪♪]
. >> president yee: of the 26 neighborhoods we have in west portal, it's probably the most unique in terms of a small little town. you can walk around here, and it feels different from the rest of san francisco. people know each other. they shop here, they drink wine here. what makes it different is not only the people that live here, but the businesses, and without all these establishments, you wouldn't know one neighborhood from the other. el toreador is a unique
restaurant. it's my favorite restaurant in san francisco, but when you look around, there's nowhere else that you'll see decorations like this, and it makes you feel like you're in a different world, which is very symbolic of west portal itself. >> well, the restaurant has been here since 1957, so we're going on 63 years in the neighborhood. my family came into it in 1987, with me coming in in 1988. >> my husband was a designer, and he knew a lot about art, and he loved color, so that's what inspired him to do the decorations. the few times we went to mexico, we tried to get as many things as we can, and we'd bring it in.
even though we don't have no space, we try to make more space for everything else. >> president yee: juan of the reasons we came up with the legacy business concept, man eel businesses were closing down for a variety of reasons. it was a reaction to trying to keep our older businesses continuing in the city, and i think we've had some success, and i think this restaurant itself is probably proof that it works. >> having the legacy business experience has helped us a lot, too because it makes it good for us because we have been in business so long and stayed here so long. >> we get to know people by name, and they bring their children, so we get to know them, also. it's a great experience to get
to know them. supervisor yee comes to eat at the restaurant, so he's a wonderful customer, and he's very loyal to us. >> president yee: my favorite dish is the chile rellenos. i almost never from the same things. my owner's son comes out, you want the same thing again? >> well, we are known for our mole, and we do three different types of mole. in the beginning, i wasn't too familiar with the whole legacy program, but san francisco, being committed to preserve a lot of the old-time businesses, it's important to preserve a lot of the old time flavor of these neighborhoods, and in that capacity, it was great to be recognized by the city and
deliciousness. i am excited to be here today because nothing brings the community together like food. having amazing food options for and by the people of this community is critical to the success, the long-term success and stability of the bayview-hunters point community. >> i am nima romney. this is a mobile cafe. we do soul food with a latin
twist. i wanted to open a truck to son nor the soul food, my african heritage as well as mylas as my latindescent. >> i have been at this for 15 years. i have been cooking all my life pretty much, you know. i like cooking ribs, chicken, links. my favorite is oysters on the grill. >> i am the owner. it all started with banana pudding, the mother of them all. now what i do is take on traditional desserts and pair them with pudding so that is my ultimate goal of the business. >> our goal with the bayview bristow is to bring in
businesses so they can really use this as a launching off point to grow as a single business. we want to use this as the opportunity to support business owners of color and those who have contributed a lot to the community and are looking for opportunities to grow their business. >> these are the things that the san francisco public utilities commission is doing. they are doing it because they feel they have a responsibility to san franciscans and to people in this community. >> i had a grandmother who lived in bayview. she never moved, never wavered. it was a house of security answer entity where we went for holidays. i was a part of bayview most of my life. i can't remember not being a part of bayview. >> i have been here for several years. this space used to be
unoccupied. it was used as a dump. to repurpose it for something like this with the bistro to give an opportunity for the local vendors and food people to come out and showcase their work. that is a great way to give back to the community. >> this is a great example of a public-private community partnership. they have been supporting this including the san francisco public utilities commission and mayor's office of workforce department. >> working with the joint venture partners we got resources for the space, that the businesses were able to thrive because of all of the opportunities on the way to this community. >> bayview has changed. it is growing. a lot of things is different from when i was a kid.
you have the t train. you have a lot of new business. i am looking forward to being a business owner in my neighborhood. >> i love my city. you know, i went to city college and fourth and mission in san francisco under the chefs ria, marlene and betsy. they are proud of me. i don't want to leave them out of the journey. everyone works hard. they are very supportive and passionate about what they do, and they all have one goal in mind for the bayview to survive. >> all right. it is time to eat, people. wome
to parks is to test the variants by ininexpensive changing did new open spaces the city made up of streets in you think about the potential of having this space for a purpose it is demands for the best for bikes and families to gather. >> through a collaborative effort with the department we the public works and the municipal transportation agency pavement to parks is bringing initiative ideas to our streets. >> so the face of the street is the core of our program we have in the public right-of-way meaning streets that can have areas perpetrated for something else. >> i'm here with john francis pavement to parks manager and this parklet on van ness street
first of all, what is a parklet and part of pavement to parks program basically an expense of the walk in a public realm for people to hang anti nor a urban acceptable space for people to use. >> parklets sponsors have to apply to be considered for the program but they come to us you know saying we want to do this and create a new space on our street it is a community driven program. >> the program goes beyond just parklets vacant lots and other spaces are converted we're here at playland on 43 this is place is cool with loots things to do and plenty of space to play so we came up with that idea to revitalizations this
underutilized yard by going to the community and what they said want to see here we saw that everybody wants to see everything to we want this to be a space for everyone. >> yeah. >> we partnered with the pavement to parks program and so we had the contract for building 236 blot community garden it start with a lot of jacuzzi hammers and bulldozer and now the point we're planting trees and flowers we have basketball courts there is so much to do here. >> there's a very full program that they simply joy that and meet the community and friends and about be about the lighter side of city people are more
engaged not just the customers. >> with the help of community pavement to parks is reimagining the potential of our student streets if you want more information visit them as the pavement to parks or contact pavement to parks at sfgovtv.org when i shoot chinatown, i shoot the architecture that people not just events, i shoot what's going on in daily life and everything changes. murals, graffiti, store opening. store closing. the bakery. i shoot anything and everything in chinatown. i shoot daily life.
i'm a crazy animal. i'm shooting for fun. that's what i love. >> i'm frank jane. i'm a community photographer for the last i think about 20 years. i joined the chinese historical society. it was a way i could practice my society and i can give the community memories. i've been practicing and get to know everybody and everybody knew me pretty much documenting the history i don't just shoot events. i'm telling a story in whatever
photos that i post on facebook, it's just like being there from front to end, i do a good job and i take hundreds and hundreds of photos. and i was specializing in chinese american history. i want to cover what's happening in chinatown. what's happening in my community. i shoot a lot of government officials. i probably have thousands of photos of mayor lee and all the dignitaries. but they treat me like one of the family members because they see me all the time. they appreciate me. even the local cops, the firemen, you know, i feel at home. i was born in chinese hospital 1954. we grew up dirt poor. our family was lucky to grew
up. when i was in junior high, i had a degree in hotel management restaurant. i was working in the restaurant business for probably about 15 years. i started when i was 12 years old. when i got married, my wife had an import business. i figured, the restaurant business, i got tired of it. i said come work for the family business. i said, okay. it's going to be interesting and so interesting i lasted for 30 years. i'm married i have one daughter. she's a registered nurse. she lives in los angeles now. and two grandsons. we have fun. i got into photography when i was in junior high and high school. shooting cameras. the black and white days, i was able to process my own film.
i wasn't really that good because you know color film and processing was expensive and i kind of left it alone for about 30 years. i was doing product photography for advertising. and kind of got back into it. everybody said, oh, digital photography, the year 2000. it was a ghost town in chinatown. i figured it's time to shoot chinatown store front nobody. everybody on grand avenue. there was not a soul out walking around chinatown. a new asia restaurant, it used
to be the biggest restaurant in chinatown. it can hold about a 1,000 people and i had been shooting events there for many years. it turned into a supermarket. and i got in. i shot the supermarket. you know, and its transformation. even the owner of the restaurant the restaurant, it's 50 years old. i said, yeah. it looks awful. history. because i'm shooting history. and it's impressive because it's history because you can't repeat. it's gone it's gone. >> you stick with her, she'll teach you everything. >> cellphone photography, that's going to be the generation. i think cellphones in the next two, three years, the big cameras are obsolete already.
mirrorless camera is going to take over market and the cellphone is going to be better. but nobody's going to archive it. nobody's going to keep good history. everybody's going to take snapshots, but nobody's going to catalog. they don't care. >> i want to see you. >> it's not a keepsake. there's no memories behind it. everybody's sticking in the cloud. they lose it, who cares. but, you know, i care. >> last september of 2020, i had a minor stroke, and my daughter caught it on zoom. i was having a zoom call for my grand kids.
and my daughter and my these little kids said, hey, you sound strange. yeah. i said i'm not able to speak properly. they said what happened. my wife was taking a nap and my daughter, she called home and said he's having a stroke. get him to the hospital. five minutes later, you know, the ambulance came and took me away and i was at i.c.u. for four days. i have hundreds of messages wishing me get well soon. everybody wished that i'm okay and back to normal. you know, i was up and kicking two weeks after my hospital stay. it was a wake-up call. i needed to get my life in order and try to organize
things especially organize my photos. >> probably took two million photos in the last 20 years. i want to donate to an organization that's going to use it. i'm just doing it from the heart. i enjoy doing it to give back to the community. that's the most important. give back to the community. >> it's a lot for the community. >> i was a born hustler. i'm too busy to slow down. i love what i'm doing. i love to be busy. i go nuts when i'm not doing anything. i'm 67 this year. i figured 70 i'm ready to retire. i'm wishing to train a couple for photographers to take over
my place. the younger generation, they have a passion, to document the history because it's going to be forgotten in ten years, 20 years, maybe i will be forgotten when i'm gone in a couple years but i want to be remembered for my work and, you know, photographs will be a remembrance. i'm frank jane. i'm a community photographer. this is my story. >> when you're not looking, frank's there. he'll snap that and then he'll send me an e-mail or two and
they're always the best. >> these are all my p hi, sandy, how are you? >> hi, fine, thank you. how are you? >> good. i want to ask you what inspired you to be a paramedic? >> that's a good question. you know, i wanted to go into med school and after i found out how much time it took and all of that, i decided that that was going to be a little too much schooling, but i still wanted to figure out a way that i could provide medical care and doing that as an emt as well as a paramedic was a way
to do that. >> can you give me a break down of a typical day for you? >> i come to work and sit at my desk and then i respond to e-mails and try to figure out what are some of the issues we need to address. can we hire more people. what kinds of policies we want to try to create that will help us do our job as ems. >> what does it take to be a female paramedic? >> you know, it takes quite a bit of schooling, but also required somebody who's empathetic. it can be a very stressful job and so we want people to be able to hand that on a day-to-day basis. >> so what's your greatest satisfaction in your job? >> trying to make sure that the work that we provide and the services that we provide to the community is the best that we can in ems so that when we go out to see you if you call us for an emergency, that we'll be able to treat you in the best way possible and that you get the care as quickly and as
effectively as possible. >> why is it important for young girls, women of color to see women in these roles? >> i think it really is important for us to be able to get into these roles because we are effective, we are able to reach out to the community. we are able to do the job in a very effective manner and to be able to relate to the community and be able to do that is one of the best things that we can do. and people of color and as women of color, you know, we are in a great position to be able to do that.