We need to focus the staff people on doing the research for whats coming next. Its the same people. Its appraisers doing market data research. Supervisor excuse me. It seems as though what im hearing from president yee is at one time the Assessors Office requested more assistance, more ftes to address the backlog for so long and through diligent work, youve gone through the backlog at an impressive rate so i think what president yee is asking is why are you keeping them in the budget and youre saying theres new work now. Thats right. Supervisor but actually the funding for those particular ftes were specifically tied to the request of the backlog. I think what im paraphrasing is what president yee is questioning whether those ftes should be reevaluated by the board since the board was the one to first grant the additional ftes to address the backlog and whether the ftes should be assigned to the new job of collecting the data. I dont think were questioning theres a need but the process. Is that correct, president yee . Correct me if im wrong. Im after the same results. If we dont need that set of staffing and need a new set of staffing come and prove to us you need a new set. And how many ftes were you granted at the time to address the wrong backlog . I think it was six. Supervisor do you know the amount it came to . The dollar amount the six ftes amounted to what positions they were . I believe there were two principle appraisers and four 6241 appraisers. So this board when those positions were approved they were put into the budget and i absolutely think this board, you can review any part of our work load or all 150 or so of our employees. Its within your purview to review what youre doing and what happens. I dont think theres nothing special about when theres an increase in the budget and it becomes part of a baseline we then are required or under special obligation to come back to justify those. But in general. If i may interrupt, sir. I think the procedure is if you come to us requesting for a specific project, that project is now completed. Those ftes should not stay in your Department Without coming back to the board and saying we need to reallocate and want to keep these six ftes in our department but now we allocate them to this project versus, you just keeping the six ftes. So if i may, im just clarifying sir what the president is saying. Thats all. Thats simply what im doing. President yee would you like to follow up on this at all . Supervisor there may be some justification but also you use that argument and every department will say i need emergency staffing over the next two years were going to start being nervous about granting that if everybodys going to come back and where its baseline now and do whatever you want. I can go back and look at the budget and bla and say why do you have the six positions . At some point you have to explain it to us. Supervisor anyway, thank you very much. We are not taking action today. Its more of a highlevel conversation to get to know each other. Any other questions . Seeing none, thank you very much. Our best to our wonderful assessor. Thank you. Right now id like to call up the academy of sciences and mr. Michael mcgee the interim director and chief Financial Officer. Madame clerk can you please the timer for five minutes for mr. Mcgee. Ready, go. Good afternoon, chair fure, distinguished members im the interim executive director, chief Financial Officer for the cal academy and joined by my director of finance matthew lao. On slide two the academys proud to be a science and sustainability leader for San Francisco and the rest of the world. Were in agreement with the budget and staffing allocations for the steinhart aquarium. Our ftes will remain flat to last years level. You see the budget total 6. 24 million. Of that, 26 goes directly to the steinhart aquarium and to staffing engineering and 26 to utilities. Additionally for fy21 our budget is expected to be quite similar. Were looking at removing barriers for oguests and proud o be part of mayor breeds museum for all. We offer 3 to all ebt and wic card holders and extend that to medical recipients as well but well take it one step further. The program will be offered year round not just this summer. And we recognize were a major transaction and employer to the city especially on the west side. Over 60 of our employees live in the city and represent our citys diverse population. To encourage our staff to walk the walk on sustainability, we do provide additional pay and Vacation Days for those who choose sustainable commuting option. Because of that, 29 of our staff take public transit, 25 walk. We also offer discounted emission for those who get to the academy via sustainable transit. This week our latest exhibit is opening. Its going to help guests see how the complex organ forms a living interface between organisms and their environment. We also thought it was important to use the exhibit to explore the way humans explored skin color and how it shapes the modern world. Let us know if youd like to join us. Through all the support together were make difference in the world and we thank you for your support. Ill open it up to questions. Supervisor thank you. Any comments or questions from colleagues . Seeing none, i want to say that the academy of sciences is a constituent in my neighborhood and proud to have them because they add so much to San Francisco and my neighborhood. Many work at the academy. Have you no change in ftes and i think were okay. Thank you for your presentation. Thank you very much. Now id like to call the Fine Art Museum. I think we have tom campbell. The hes the new director and chief executive officer. It includes the deyoung and legion of honor. I believe you have a big anniversary next year. 125th anniversary. Fabulous. Thank you chair fewer and supervisors. Im tom campbell director and ceo of the Fine Art Museums. Im delighted to present to the committee on behalf of the museums for the first time following my appointment last october. I look forward to getting to know you all and working with each of you particularly in considering ways to make the museums accessible and relevant to all san franciscans and want to acknowledge the work of the offices in developing this proposal. As you know the Fine Art Museum are deyoung and legion of honor and it folks on meeting the needs of all audiences to the present of special exhibitions, displays of the permanent collections, educational and programs and events all in a fiscally responsible way and within the two cher kirb cherished museum at golden gate and lincoln. A key measure of impact is the visitors well welcome. Well exceed 1. 5 million visitors and ill comment of the 1. 5 million over 400,000 had free access. Well provide free k12 School Visits and programs and family programs, many of which are free using many san franciscan youths and in total well serve over 200,000 people. This slide presents the general fund portion of the Fine Art Museums. The proposed budget for fiscal year 20 is 18. 1 million a 2 decline from the current year. 70 of the budget represents personal costs including all security and building, engineering staff as well as limited number of program and support services staff. After contract mandated increases for the staff as well as expected increases in utilities and insurance costs, the result of the overall 2 decline to the budget is a reflection of reduction of the Capital Expenditures budget by 1 1. 4 million represent a reduction to Capital Project funding. Theres no new ftes or changes in the scope in the fund. Capital projects include five. Two to repair the exterior of lesion of honor and removing damage to the copper panels. [stand by] coming year, we have a rich program ranging from old master shows like a big exhibition of the 19th century french artist who portrayed the final years of the late 19th century in london and paris, to one of the first shows i brought in, art in the age of black power, which addresses just addresses africanamerican artists. And another Major Initiative that we have launched recently, is free saturdays aiming to connect museums more closely with the city, and we are offering residents of San Francisco free admission. We are also focusing hard on the 125th anniversary coming up, and we have a Strategic Planning exercise that we are working on where we are working very closely looking at our infrastructure business and data for the public, and we are looking closely at the storage areas in which our collections are housed in the south of the city. Finally, a brief slide that shows the many ranges of accessibility we have, both for residents of San Francisco, students, and for people with disabilities. We are working very hard to make museums accessible and open to all. Thank you. Any questions at all for mr. Campbell . Go ahead. Thank you for your presentation. Thank you for the good work you do for San Francisco. I appreciate that you are going to be targeting, trying to reach out to more children to participate in the education program. I am just wondering, what is the program in terms of the education component . Are the kids coming to the museums, or are you going to the schools . We have a variety of programs most of the programs are currently on site, receiving ass , and we have Something Like 40,000 schoolkids visiting, but we also have a Young Ambassador program to be out in the streets of the city over the summer, handing out 700 passes to children, encouraging them to bring their families to museums. We hand out Something Like 40,000 passes in the course of the year, but we have a very active program for k. Through 12 and when you have ambassadors handing out these passes, where are they targeting . What area of the city . I dont have the exact numbers, but my understanding is they are going through this city , and i should say, but with our free saturdays, our plan is to work with the different supervisors and the districts so that with each month of the year , we are working with Different Community groups in the different districts, finding ways to reach out to low income and other families who might not think of the museums as a place for them. That is our goal, and i should say that in return, since april, when we launched the free saturday program, we havent been advertising it, but we have already had quite a considerable uptake, and we found we have a much higher demographic of low income and of minority families attending the museum through that program, and 40 of them 47 of them cite cost as having been a barrier to their previous attendance. Fantastic. The other number that i noticed, and it sort of struck me, is that your target for the number of young visitors and also the legion of honors, the target for it, i noticed that for 2019, 2020, it is actually lower then the target for this year. For instance, the number i am looking at is to the young visitors, it is just over 1 million, projected for 2018 2019, and 20192020, you are only projecting 1 million. Are you thinking that this will get less popular . I think, in the past year, we had a very popular exhibition, the monet exhibition, which we anticipated was going to drive attendance. Next year, we have a rich and varied program, but we are anticipating wont drive quite such as high attendance. Thank you for the explanation thank you. I only have one question. My question is about, i believe it is a reduction in the capital fund, and tell me a little bit about that, and why is it such a huge reduction . I mean, we see reductions all the time in the budget, but very rarely do i see a 60 reduction. Can you explain that, a little bit about that to this committee over time, we are looking at, with two large buildings, 1100 years old, and one a much more recent build, but with modern materials, with different kinds of longterm maintenance issues, we are assuming a need for an investment over time of about 2 million a year, and that i think is what we have been spending in recent years. In this year, with the constraints of the whole that the whole city is facing, it seems that we have very limited room to manoeuvre or with much of our city funding, which 70 of which goes towards staff costs and benefits, and we have also had a number of increased costs, which we have no control over, such as insurance and workers compensation. So i think the building, the capital expense was, as it were, it was for all these targets. Obviously, over time, with very key we are very keen to continue the investment in the infrastructure, most fit both physical and technological. It is very much a question of a stitch at in time rather than dealing with catastrophic failure later on. Okay. Thank you very much. I just think that these institutions also, also from now they are institutions, they how was our artwork, our citys artwork, it if we dont invest in infrastructure, we have to protect artwork because we own it. That is our investment as a city , so thank you very much for coming today and for presenting to us. Thank you. Thank you very much. If there no other questions, they keep rain much, i appreciate it. Could we now have the Asian Art Museum and the director . Good afternoon, commissioners i am delighted to return to report our museums budget. Let me bring up the first slide to show you. That is the village artist corner on larkin and fulton. This image is powerful because it shows the value that the asian museum stands for and the service that it provides to our community and our beloved city of San Francisco. We partner with local artists to bring up free programs for our neighborhoods, for people from all over the city, all over the world, and also partnering with neighborhoods in terms of maintaining the art installations such as the students from Hunters Point bayview students. This is really, it really summarizes our efforts in terms of engaging the community and providing service to the community. The asian museums and agent Museum Museums mission is to im delighted to say that there is a movement. Back in 2014, the Asian Art Museum rebranded itself. I am proud to say we are the first to claim asian for all. We want to make asian art and culture essential to everyone. This year is our 20th proposed budget. There is a total of 12. 1 million, only 100,000 higher. Our budget has more or less stayed the same. There are no new f. T. E. While the city funding mostly helps us to provide protections and safeguarding the citys collection that enables us to do the work we do, we also engage the private sectors to provide more value such as the current expansion project in our museum so that it will be a new facility of a Community Gift for our city. This is the view of the construction that is happening. The construction should be done by the end of this year to open the new facility and transform the visitors experience by next spring, sometime late april or early may, and we would love to have all of you to help us celebrate along with our citizens. The Asian Art Museum is famous for its worldclass collection. In this transformation project, we also highlight the great pieces in our collection to bring it up to speed in terms of lighting, and we really want to think this city, our Mayors Office, board of supervisors, who support us to change the lighting to l. E. D. It is better quality and longterm sustainable. Green energy is truly very, very important for us to do that. In doing so, not only the new facility, our own facility will be certified. It is very good progress. In doing so, we are also trying to make multiple stories in terms of the audience can look at these pieces and connect on their own individualized, personalized basis so that in doing so, we really try to make the asian art and culture essential for everyone. We very much demanded. [indiscernible] in this case, two exhibitions in china, that will be our gift to them. We will service cultural ambassadors. We have the reputation of our institution institution, as well as the city of San Francisco. Once again, i woul like to thank our city partner support and for all of you for your support to putting your effort and energy in behind what we do, and enabling us to serve more students, more communities, and enabling us to support our reputation locally and culturally. I love to have any questions. Thank you very may. Thank you very much. Just a quick question. I see some numbers where you are planning to increase the attendance at the museum by 50 next year from 200,0002 to 300,000. What is the basis of that prediction . The basis is because half of the facility, will enable us to have more space, but really have a portfolio approach, portfolio meaning we will have larger scale submissions. They should be very publicly attractive, but we have a medium and small size submissions, so that with this expansion, not only the addition of a new facility, but it will enable us to mimi to be more holistic. It will also be more voices given to all the asian arts and culture. Thank you. Colleagues, any questions . I am just curious, when you reduce spending on Capital Equipment as you are proposing to do for the next two years, what does that mean in terms of your building and overtime, what does that mean . Do you have any concerns about doing that . Yes, i dont have concerns. I know the current budget is a good compromise that enables us to meet our needs, but also the need is always there. Our building is just past the centennial. In the last year, and the upcoming year, we will have a fusion and changing the lighting to l. E. D. Lights. That project goes away. Thats why its potential comes down. On average, we need about a Million Dollars more or less each years each year. We are really looking at the future needs such as the sprinkler system, which is 550, it is fundamental. We will work very closely with the Mayors Office on all these issues and we will address them adequately. Okay. Thank you very much. Any questions or comments . Thank you. Thank you very much. Congratulations on your new expansion. Thank you. It is beautiful. Thank you for serving san franciscans. Now, could i hear from the law library, please . I think we have the director here today. Hello, supervisors, thank you for allowing us to speak at this time. I want to introduce our assistant director, dianne rodriguez. She is fantastic. We have a small handout. Im not going to reiterate everything on the handout, but maybe talk about a few highlights. First of all, ive got the wrong sheet here, hang on a second. The law library is the only facility available for legal information for the people of San Francisco that is free, and we serve everybody. Once upon a time, many, many years ago when we were still in city hall in the seventies, we were with the court, and anecdotally probably 90 plus of the people that use the law library were actually members of the bar. The dynamics have changed over the ensuing years for a lot of reasons, a lot of which is that ordinary people are attempting to handle their own affairs for a variety of reasons, so our outreach is now different, and we are very excited about serving the members of the public that are not that familiar with the law. We do a great deal to serve the lawyers as well. Some of our key strategic goals to that end, we are an agency that facilitates the access to justice because we are providing not only the materials and free illegal databases, training, a Legal Education programs, and one of our important goals is to expand and promote Public Awareness of the library services. A lot of times, for the members of the public, they dont need us until they have a situation where they need some help legally, and then they go away, but we feel that we really are very interested in reaching out as much as possible to the community to make everyone aware we have a lot of ideas about how to do that. We have really enjoyed this year , and particularly partnering with a lot of other city departments which has been very fruitful. We are looking forward to continuing to do that. Some of the highlights from the budget is it is reduced from the current year. There is no change in f. T. E. , and one of the key things that has happened this year was our partnership with d. T. And the department of real estate, which i will talk about any minute. We are going to celebrate our 150th anniversary in 2020. We were formed in 1870, we were the first Public Law Library in california, 20 some years later, other legislation was passed to enable their be county Law Libraries in the rest of california, so were very excited about that, and i think dianne will talk about what we might do about it and a key component of our budget highlight and focus is that continuing outreach to the community. With respect to our highlights about the 2019 library achievements, one of the key projects that was completed was very complex to survey and remove some 160,000 books stored in brooks hall. They had a place there been placed there by the city when the city hall closed in 1995, but there have been no place for those materials to go until recently, and this project was, thanks to the great help of the department of real estate, and it was extremely challenging. Dianne and i spent six or seven hours a day besides our regular work, going through every single box of the boxes of books in the hall. That project is done. Now we are looking at cataloguing it. I think it is important that dianne talk a little bit about our initiative with the minute that minutes that is left. Sorry, dianne. We have some really exciting initiatives coming up for this year. Now that we have finally retrieved the materials, and brought a rare book collection, which is separate from the art storage because of our new facility, we are able to finally go forward with the process of cataloguing and making them publicly accessible to everyone. We are looking forward to working on the 150th anniversary celebration, by celebrating the evolution of law in San Francisco and all of its act specs because it is really re unique and exciting. We are also working with the department of technology to upgrade and streamline processes , including Security Issues that were found to be holes in our system, and we are working with them to provide the public with a more streamlined access. [indiscernible] wow. Okay. I thank you are the first. Thank you very much for coming today. Thank you very much. I know i am taking some of these out of order. Im seeing people who are in the audience. Some of our other department are very large. I am looking at, actually, our director of cultural affairs, if you can come up and speak about the Arts Commission. Thank you, good afternoon. Pleasure to be here this afternoon. Im here to present our proposed budget for fiscal year 20 and 21 give us one second. Here we are. Our mission of the Arts Commission is to champion the arts is essential to daily life by investing in a vibrant arts community, enlivening the urban device environment, and shaping cultural policy. Our chief goal as part of our strategic plan, including investing in the vibrant arts community, enlivening the urban environment, building Public Awareness and the benefit of the arts, and improving our operations to serve the seven cisco arts ecosystem. The biggest shift here in our budget is what we are very excited about. The passing of property that passed in november with 75 of voter approval. Thank you for all of your support here at the board. We were very thrilled with this. This restores the hotel next is to arts and culture funding in the city, which have been a longstanding nexus dating back to 1961. What you see in our revenues is a significant trend is a shift from what had been on general fund, to the hotel pack, and we see a slight increase therefore in our funding, and i will get a little bit more to that further in my presentation. Here you can see our key revenues by funding source. Next you see our highlevel expenditures, with slight increases in benefits based on contracts. Our nonpersonnel, which goes down slightly, and then the significant increase in grants and programming, where we are seeing new grant dollars that will be going out to the community to organizations, as well as individual artists across the city, which we are very excited about, as well as capital and maintenance with an increase in fiscal year 2020 with deferred maintenance on cityowned cultural centers. So an overview of our initiative , as i mentioned, we are thrilled with the passing of proposition e. Our primary focus is a limitation in planning of new resources. Proposition e. Provides increases to the existing cultural accuracy which are guided by the ordinance that has in past year dating back to the 1990s. And includes a new twopoint 6 milliondollar art impact endowment which will be jointly administered by the Arts Commission and the city administrator with our partners. We are working very closely with them on the Broad Community Engagement Process to develop a Cultural Service Allocation Program which was a requirement within proposition e. It is a five year plan. We have been doing Community Engagement going back to january 1st. We have surveyed over 36,000 they would like resources allocated, and we are beginning conversations through our Community Group and the city administrator and convened in may of this year, and the draft plan has been approved by the Arts Commission and the city administrator, and we are now looking through what the recommendations would be for grant guidelines to be issued in the fall of 2019. I am happy to come back to the board with updates on that as it moves forward. We are also doubling down on our work in racial epic equity. Where the first two ratify a statement in action plans back in january 2019. We are dedicating a portion of thin arts impact endowment fund, the portion that was allocated in last years budget and further Racial Equity in the arts ecology of San Francisco. We are doing that in partnership with the Human Rights Commission and the new office of Racial Equity, as well as partners with the grants and other stakeholders and private philanthropy as well. We are continuing to provide work for people who have disproportionally impacted by the cost of real estate and we are partnering with the agency to provide citywide Technical Assistance program, taking artists and cultural workers. We are on the second year. Next, you see a breakdown of property by aloe by allocation. You can see the three different allocations. The cultural equity endowments which were existing initiatives, and then the arts impact endowment which is the new allocation. Next you see personnel. We are pretty steady and were looking at a 0. 5 f. T. E. Increase in fiscal year 20 and sustained in 21. We do currently have five vacancies, none of them has been vacant and we are in the interview process, and hope to fill those by the end of august by labor day. And then finally, we have Performance Measures for the Controllers Office where we look at the various impacts we have in the community. We are looking at the arts and culture programs that we fund, the normally the normal the number of arts attending our workshops, total direct investment, and specifically making sure were looking at the Demographic Data to make sure we are reaching a diverse crosssection of San Francisco. With that, i will open it up to any questions you might have. What is the f. T. E. That you have . Total is 30 f. T. E. Funded through sorry, 30. 5. You have 30. 5 f. T. E. . We do have some off budget project managers for the Public Art Program because it is funded through capital dollars, but, yes, the court f. T. E. Are 30. 5. Are those general fund f. T. E. They are not. The 30. 5 our general fund property. General fund prop e. Okay. That is shocking. Any comments or questions . Thank you very much. I appreciate it. Thank you very much. Okay. If i could have the department of environment now. Good afternoon, thank you for this opportunity to be before you. As you have asked, i will be addressing four things in this brief presentation. Our mission, our services, our budget, and our impact. In terms of our mission, the mission of the department of the environment is to advance climate protection and enhance the quality of life for all san franciscans. Is a very simple mission, and yet very deeply impactful for our planet, as well as our city. In terms of the services that we offer as a department, we put them into four main buckets. Our zero waste bucket would have to do with implementing the mandatory recycling and composting regulations for the city. It is also our awardwinning School Education program, as well as our doortodoor outreach in terms of energy, that is working with our residential and commercial sectors on Energy Efficiency, as well as electric vehicles and energy benchmarking. Healthy ecosystems that have to do with the integrative management, reducing use of toxic chemicals, but also coordinating important initiatives like urban forestry and biodiversity. And finally, climate action. That is where our programs around Green Buildings sit as well as our equity and Environmental Justice programs, and finally, the inventory of our emissions. In terms of our budget, the thing to note is there is no general fund money in our budget of about almost 26 million. 45 of that comes from the refuse rates. We call that the solid impact account. Theres a pastor of 19 that does not come to us. That goes straight to public works for abatement as well as to the treasurers office. We get about 9 of our budget from work orders from city departments and we raise about 20 7 of our budget through grants and awards. We raise about 27 of our budget through grants and awards. Everything has a nexus for expectation. In terms of looking at the budget, a comparison of last year did this year, the thing to note is about that is there is a 4 milliondollar increase in our budget. That is almost all from large grants that we are receiving from the California Public Utilities Commission to do Energy Efficiency work. This is money that comes from the public purpose charges that are on peoples utility bills. The remainder is the standard that you have heard from for many departments about retirement and rent all going up our f. T. E. Count is very stable. The difference between 65 and 66 is a rounding issue due to attrition. Our vacancies, we have four vacancies. They are all in process of being hired, and we hope to complete that process within the next few months, and they there is no structure they can see. This is just the people coming and going in a department. In terms of our impact, those were Great Questions you asked. How do we know if were doing our job in allocating resources . For all of our big mission about climate action, the way we wind that up is by looking at the overall city inventory of climate emissions. This is a graph you are already familiar with, but it is showing that we are on the right track as a city, in fact, we are ahead of schedule. This was as of 2017 where our goal was to reduce emissions by 25 and we are at 36 below our 1990 levels. Impact is a very powerful, and of course, we are nowhere near done. The other way we measure impact through the quality of life, how are we improving the quality of life and environmental premises for all seven siskins. When you look at our Energy Efficiency program, we measure impact not only by kilowatt hours saved, but by changes to quality of life or the residents , especially in our disabled and lowincome communities. When you give People Better equipment, you improve lighting, you improve their ability to lead their lives, their sense of security, and you reduce the bills that the housing Property Managers are trying to deal with another area of quality of life has to do with our toxic reduction program. We are working very closely in the last year with our housing to make sure that not only when people move in are those facilities welcoming, but also that they are built to build out pesticides around pest control. Zero waste, we measure impact not only by tons that we diverted from landfills, but also improving the capacity of our local nonprofits so finally, we are looking ahead to a city with a net zero emissions goal, and we will be working closely with you on the year ahead on that. Thank you. Thank you very much. Do we have any questions for the director . I just have a comment. I think this is remarkable, actually, the work. No general fund money at all. The work that you do i think is great. It supports his every part of San Francisco and it is fabulous i have no other comments except keep up the good work and thank you very much for this presentation. Thank you. So i am wondering if we have Julie Rosenberg here from the board of appeals. Thats great. We just thought we would hear from her. Good afternoon. Thank you chair fewer and members of the committee. At the outset i would like to quickly recognize marie from the mayors budget office. She was a tremendous help as well as necklace from nicholas from the Controllers Office. Moving along, our mission at the board of appeals is to provide the public with a final administrative review process for the issuance, denials, suspension, modification of city permits and other determinations we are a strategic goal company to enhance the appeal process for all participants, to analyse and amend the boards rules, to modernize the appeal process. We are a selfsupporting department. We do not receive funds from the general fund. Our primary sources of revenue are surcharges. That comprises 96 of our revenue, and those surcharges are collected on new and renewed permit applications with the goal of cost recovery. We also do get for four of our revenue from filing fees, which havent changed for ten years. This slide gives you a snapshot of our permit volume. The city issues over 70,000 permits annually. This slide provides, in current a current fiscal your update about our predicted appeals that were filed. We have more cases in our docket that carryover from previous years. We are 16 below the ten year average, and the appeal of the volume fluctuates each year due to various reasons. Sixtynine of our cases are comprised of landuse issues, primarily we get appealed permits issued by the department of building inspection, planning department, and the zoning administrator, a significant portion also comes from public works, such as tree removal permits, or wireless box permits that are being appealed. This is an overview of our expenditure budget for fiscal year 20. Two thirds of our budget covers salary and fringe benefits. We have five f. T. E. , no vacancies, and no change in the number of f. T. E. For fiscal year 20 or 21. We also have five commissioners. Services provided by the department, and that comprise the next largest portion of our budget. Then we have Specialized Services at 6 , the neighborhood notification requirement, and then 1 on materials and supplies. The surcharge rates are evaluated each year by Controllers Office, and they are designed to generate space to cover operating expenses. For fiscal year 20, only three rates will be increased. This will be down to a c. P. I. Adjustment, not through any trailer or legislation. D. B. I. And planning rates will and then we will analyse rates next year, fiscal year 21. There is no change projected for the filing fee amounts. This slide gives you more specifics on our budget. The budget proposes increases in the expenditures in both budget years to cover mandatory increases in salaries for benefits and rent. Additionally, a portion of the cost will be paid in fiscal year 20, and the remainder added and phased in over time. This is just a slide on our surcharge rate, as i said. Only changes to d. B. I. And planning and public health, and then here is a list of our filing fees. I am available for any questions thank you very much. This has been very thorough. Colleagues, any questions or comments form is rosenberg . Seeing none, thank you. Thank you. Come on down. This is our department of elections. The departments strategic goals are to provide access to voting and Election Services to all voters. Just to give some examples on how we fulfil our mission and meet our strategic goals, continuing to increase the number of election materials and Services Available in multiple languages, increase access for voters of limited english proficiency, or who are monolingual. Increase voting opportunities such as initiating psychic Voting Centers at San Francisco state university, and the third Voting Center the Joseph Recreation Center for the march 2020 election. We will organize accessible polling places throughout the city for every election, to recruit and train bilingual pullers at each precinct. Increase number of online tools available to voters for services such as tracking the status of vote by mail ballots, viewing voter information pamphlets, attending polling place locations and Election Results in chinese, english, filipino, and spanish. Regarding new programs and initiatives, the initiatives are reflected in the budget and they include the implementation of the new voting system, which will occur in the upcoming november 2019 election, implementing a comprehensive Voter Education program, and partnering with organizations serving language ordinance sees, community organizations, and city agencies. Again, the initiative is establishing new voting standards in this city the city, a second standard at center at San Francisco state, and a third at the joseph Lee Recreation center. Another new initiative is a relocation of the departments warehouse, the new location will also allow us to increase the physical security of the voting equipment. An overview of the departments expenditures, the expenditures are consistently reflective of the number of elections in the fiscal year. The scope of the elections, and the amount of content placed on the ballot and in the voter information pamphlets, and voter turnout. You can see from these graphs, for the next fiscal year, that the allocation is a very consistent. As they have been through the past many years. It is about 40 that goes to staffing and 40 goes to professional services. Professional services is comprised of the printing of the paper ballot, the voter information pamphlets, the rent for the warehouse, the cost with the registration database, and also for postage for all of the mailing that we do have the ballots and the voter information. Regarding personnel, again, the number and type of elections in the year reflects the number of personnel the department employees. The current fiscal year 1819 budget, we have, we staffed with 48. 5 fulltime people, fulltime employees, and Going Forward in fiscal year 1920, we will have an additional 26. 5 f. T. E. Regarding Performance Measures, the department monitors multiple measures to track its performance and providing services to San Franciscos voters, including total number of outreach and educational presentations conducted. Our goal is to hit 300 presentations per election cycle percentages of physically accessible polling places on election day, 100 . Time to process registration and vote by mail applications, and have a turnaround in one day when we receive a registration or application from voters. And the time involved in reviewing and posting the status of received vote by mail ballots again, to have those transactions occur within one day so voters know the position of their ballot. I can take any questions at this time
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