Transcripts For SFGTV Mayor Breed On Proposed City Budget For FY 2020-21 And 2021-22 20240712

Supplies, and work orders of other city services, such as department of Human Resources, Controllers Office services, and rent. We have six f. T. E. S with the Directors Office vacant since march of this year, and we have an open grant funded position that youre not seeing in this chart, just vacated last week that were working on filling quickly. We, like all City Departments were instructed to propose a 10 reduction. We proposed initial reductions amounting to 959,000 annually, and this was an across the board proposed reduction of almost 12 to our communitybased grant fees. Realizing the impact of these grant fees to the vulnerable populations and the populations these serve, the Mayors Office asked us to submit some lower alternative reduction scenarios. The Mayors Service accepted our approximately 7 reduction, which would come from the departments genderbased balance intervention program. Understanding that all of our grantees work serves vulnerable and underserved communities, these were extremely difficult decisions to make. After much consideration, we came up with a 10 across the board reduction to our prevention and education and intervention and Advocacy Service categories and four targets Program Reductions ranging between 16 to 23 annually. It is important to note that programs that are funded at 60,000 annually, our base funding to be is successful to run a program, were not successful to any programs. Supervisor ronen carol, im sorry. Could you just repeat that, what was the last department that got cut across the board . Prevention and education were amplifying and further integrating a Racial Equity lens in all areas of our work, including recruitment and harrington, grant making and policies and projects. We have two Staff Members working on this internally. We are fastering connections with our City Partners and our communitybased organizations to create greater personal safety and improve housing and economic security. We welcome greater collaboration with the board of supervisors and other agencies in this work. And finally, we are strengthening our support of our Partner Agencies and survivors of genderbased violence. This is our core. The department provides a lifeline for those that are severely affected by covid19 and family violence. The risk of genderbased violence is intensified with natural disasters and economic crises. Survivors are more isolated and vulnerable, and Service Providers are operating under new constraints and scarce resources. We will continue to elevate the needs of women and girls, our Partner Agencies as we move towards recovery. Thank you, chair fewer, for the opportunity to present our departments budget. I apologize for the glitch in my slide deck, and im happy to answer any questions that you may have. Supervisor fewer sure, no problem. So thank you four your presentation. I notice that you have sort of an increase in your materials and supply budget, and im wondering and why is that . Youre a relatively Small Department. You only have six employees, so i see this in your materials and supplies budget, it just makes me question why . Certainly. So we are all working in a remote 100 remote environment, and we did not have the infrastructure to do that . And then, we want to make it for fellows that come through our program, that equipment and technology, as well. Supervisor fewer how many fellows do you have . One has started just last week, and we have one beginning september beginning of september, and we are recruiting for two additional Public Policy fellows. Supervisor fewer okay. So i want to thank you oh, i see supervisor walton in the queue, so im going to let supervisor walton ask his questions first. Supervisor walton so how do these programs and cuts impact women in Domestic Violence shelters, and how does this affect your Sexual Exploitation work . Well, the Sexual Exploitation work is a little bit separate. Thats a state funded grant function, so theres no impacts to that, per se. The impacts to the community, anecdotally, ive heard theres a. 25 reduction of clients that will be receiving services for that program. It means that women would be on the street and homeless through another housing program. In the intervention prevention programs, it means that afterschool programs might not be able to provide curriculum on healthy relationships and promote Healthy Learning in a school environment, but there are challenges with all of these. Supervisor walton thank you. Supervisor fewer oh, yes, president yee. President yee i actually dont have a question, its a comment. I just glanced through the budget real quickly, and i noticed that the average salary for your staff there compared to average salaries of other departments and so forth, youre basically almost par with library, and its, like, okay, what is this, you know . It seems like the department and offices that are dominant women are being paid lower than all of these other departments. Thats just a comment. It just strikes me that its way lower than a lot of departments. Supervisor fewer okay. I also oh, supervisor ronen. Supervisor ronen thank you so much. Its more of a comment than a question. I am very concerned about the cuts to the Service Providers during this time that the violence the Domestic Violence and and interpersonal violence while everyone is stuck with a lot of stress in their homes. And i know that the services you provide grants to is probably understaffed and underfunded, so this is an area that im very much interested in hoping we can find enough cuts in the budget to add some of these back because it you know, everything is tough at this time, but particularly interpersonal and Domestic Violence in this moment is something that i think about and worry about all the time, so i just wanted to make that comment and let you know that im acutely aware of the cuts, although not as horrible as we as they could have been, that that that that were seeing across the board on intervention advocacy, oh, now is not the time, so i just wanted my Committee Members to know that, that thats a priority for me. Thanks. Thank you, supervisor. Supervisor fewer never a good time to cut that, quite frankly. Miss sacco, i just want to ask you about your Racial Equity work, external facing and internal department and even the woman that you serve, career opportunities, but also just looking internally about Racial Equity and the i know that its not the plan isnt due until the end of the year, but could you give me a snapshot around what your office is doing about this is time for some introspection and what youre doing about that. Its true that the majority of our work has been outward facing, looking at gender and race and socioeconomic backgrounds and socioeconomics. But looking internally, and this is what the department has prioritized and focused on. We have changed our hiring and recruitment process. Were standardized all of our questions, our interview questions. We have a panel where three people are now involved in this, and i think im sorry. It will be a priority it is a priority for us. Supervisor fewer sure. You dont have a very large budget, but one thing i have brought up before with director merase is what we dont hear from the commission on the status of women is what is the status of women in San Francisco. I think that i dont ive been on the board almost four years, but i havent seen a report on how are women faring in San Francisco not only by race but just health wise, economically. How are they doing in tech . I really dont know. I dont know how women are faring in this sort of horrible housing crisis, i dont know so ive never seen a really comprehensive report about this is the status of women in San Francisco on these economics, employment, health, these kinds of things. Ive never received a report on that at all. I just want to put a bug in your ear that i think its actually really only one of three women on this board, and i am the only woman of color on this board, i think its even more important that were looking at equity on gender. I think supervisor ronen can concur with me, being one of only three women on this board, there are inequities, but we dont see a comprehensive report about the status of women. But more importantly, before the board of supervisors, i dont see legislation to close this gap. I think in order to have legislation that actually addresses these gaps, actually even around in the private sector, we actually so we can actually do some legislation or we can actually help to close these gaps. But through the department on the status of women, i havent seen anything like that, and i havent seen any policy changes for women citywide. I think its been generated as a response to maybe some of the federal things that have come down that we have done some legislation, but quite frankly, not internally with our own City Department. So just as were looking ad our own office of Racial Equity, i think the commission on the status of women should also be seeing an opportunity with the board of supervisors to actually create legislation to actually not only protect women but to broaden the opportunity for women so we have more of an equal playing field. So i just wanted to say that comment. I want to thank you for joining us today, and i think i join my colleagues by saying i think that these cuts at this time are the cuts are never good for your Department Around Domestic Violence and violence against women, but in particular at this time, really, really harmful, so you know were going to do our best. Thank you. I really appreciate it. Supervisor fewer thank you. Thank you. Supervisor fewer colleagues, i have a request from the assessor that she is on a timeline and would like to skip so were going to skip over ethics for just one minute, and were going to go to our assessorrecorder. Assessor chu, you have the floor. Im going to go and start with sharing screen. So im going to walk you through our budget. In terms of major accomplishments, as everybody knows, we have all had to pivot in terms of our operations pretty quickly from an all onsite to telecommuting, where 98 of our current staff hours are being done remotely. I just want to give a real big hats off to my team who have been working hard to make sure we can continue to accomplish the work of my office. Theyve been able to continue to contribute to the citys overall financial health, which i think helps to speak to our ability to deal with some of the challenges that we face. Overall, from a role to role perspective, weve been able to close the role at roughly almost 300 billion in total assessment value. This is true not only for growth in terms of our real estate portfolio but also in terms of businesses. That is going to change especially with covid19 and what we expect to happen with a lot of businesses that are struggling to get through this time. Transfer tax, we saw a relatively strong tax year despite a covid scenario. However, part of the reasoning is we did make it through three fourths of the year before we had a shelter in place order come through, and then most recently in the last few months or so, weve actually seen pretty strong taxes in transfer tax and transactions. So there, we have about 300 million which did come in which did exceed the beginning budget amount. We also continue to run or transfer tax audit program, which is continue to collect underreported revenue. The Program Overall has found about 46 million in underreported transfer taxes, which i think all makes a difference in terms of the citys operation. A few big things in terms of our system. Its heavy, heavy investment in terms of time in our office to make sure that we have the technology to get through the next stage of our operations. You probably saw in the last week, we actually went live with our recorder system. Thats a big deal. These are all the transactions the marriage licenses, the deeds that system went live on monday successfully on time and on budget, and i want to thank my teamt team for that. The Tax Collector and treasury went successfully live in july. We are slated to go live with our first phase in january of this coming year, and thats going to be a continued hunl focus for our organization. In terms of budget in the coming year, youll see that the current year approved budget was roughly 42 million. Thats dropping to 39 million in the coming year and then 34 million the year after. Our budget does reflect reductions in f. T. E. , and youll see there roughly a nineposition reduction. You asked for information in terms of where those cuts are coming from by department, so you see here that information. Primarily the reduction in terms of funding are coming from our funding divisions, our business personal property division, our administrative division, which reflected hrit, finance, public affairs, and also our finance system. Something to note, we work very hard with our partners at the Tax Collectors office and Controllers Office to take a look at our Property Taxation system by doing multiple things like holding vacancies hope and looking at every single thing, we collectively returned almost 6 million of project funding from our Property Assessment taxation system to the general fund to assist with the challenges that we are all seeing. In terms of how our baseline reductions or what the baseline reduction target was for our organization, i think as everybody knows, the baseline reduction was a 10 target which represented about 2 million for us, and 3. 5 million the year after. It was incredibly difficult to meet this target without having to impact people. The reason is, as youve heard from organizations, 85 of our budget is personnel budget. The rest is things that are very, very fixed. Things like contractual costs for our system, existing leases that you cant change or get out of, etc. So again, very difficult to meet these targets without impacting people. Were happy to have more conversation around that as we go. And then, i think on top of that, we do not have currently layoffs anticipated in our budget, but we do have reductions in temp salaries and have had to reduce temp workers in our in our offices operations in order to get on our tomeet target. Salaries and fringe went down by 1. 1 million. We reduced the Property Assessment system project by 1. 9, and youre probably saying how does that connect back to the roughly 6 million that i spoke with earlier . The big balance of it is actually happening in year two. On top of that, weve also decreased training, travel, etc. , as much as we could. There was an increase in citywide indirect cost payment that we had to absorb in our budget this year, so again, youll see the details laid out here. I want to spend a little bit more time on this because i think its important for folks to know about what the tradeoffs are in these budget conversations. The biggest area of focus for me is the risk associated with the running of our big i. T. Projects. I think you ask any department who has had to do a system replacement or has had to do any of that work, it is incredibly hard work to do. It is very draining on staff, and it is often fraught with a lot of things that you have to closely watch or monitor so that you dont run oregon youre able to mitigate the unexpected challenges that come forward with technology changes. Thats going to continue to be a huge risk for our department because its not a simple matter. Were talking about decades of data and information, completely taking a look at our businesses processes to make sure its operating in the best way possible, and all of that takes time, energy, and effort. With the reduction in our budget, people, we just have fewer people to do things. With the reduction in costs, as well, we have taken away flexibility from our organizations. Were going to be drawing upon our existing operating individuals or folks from our operations to do double duty and work on project tasks, as well. So this is going to be a huge risk. I want to flag that for you because i think this budget in general is not all roses. I want to highlight that our i. T. Project risk is a big one here. It also means in terms of our budget that we are not going to meet our state audit requirements. Currently, the state requires that we do 300 or so audites. But especially with our reduction in help, we may not hit this that year. This year, we believe were going to see a huge spike in assessments come through. Our assessment appeals went from about 1,500 to over 6,000 in a year very quickly. This is going to be a huge impact on our organization. It will also be an impact on your organization because the assessment appeals board is in your organization, and we need to collaborate closely with those folks. Being able to defend the assessment values is going to be very important in the coming year to protect the things that we think should be part of operating in San Francisco. There are big measures in the statewide ballot that would affect our operations and potentially revenue for the city. We have not anticipated any of those additional costs right now because it would be premature to do so, and so a big one is, of course, proposition 15, which is what people call the split roll, which would take commercial properties and assess them for frequently. The second is proposition 19, what people call the realtors measure, which affects property that would pass onto children and also provides a cap on that, as well, so also just a few things to note. In terms of advancing Racial Equity, again, following very much the line of questioning that supervisor fewer has been asking, a few things that were doing in terms of the outward facing lens, weve been doing a lot of work engaging with different communities, really trying to focus on providing taxation information and making it as easy as possible so people understand their rights and how to work with our organization. Weve been out to a lot of places over the last several years, over 800 community events. Weve been doing a lot of work with our Public Libraries because people do access our records with their wonderful work there. One of the big highlights that we have really been trying to push is to make sure that were providing Financial Planning information to communities, and particular communities of colors and those that have barriers to accessing good Financial Information and planning advice. You can see that weve been doing a lot of work trying to get out to different districts. This year, we lifted a digital family lift forum. We had abo we wealth forum. And we had about 200 people show up for that this past july. Heres some more statistics on that. I am going to speak a little bit more to some of our external facing work. Weve created a Language Line process for our entire office and have done training so if anybody calls our office, they have access from our phone finfine lines to access translation services. [inaudible] that the entire organization, managers all the way down to line staff had implicit bias training, and we continue to do that. A month ago or so, we also invited the office of Racial Equity and director davis to come speak to our organization to talk about what the city is doing with equity, and how it is we begin to have these Difficult Conversations around race, Structural Racism because in order for us to have those conversations and move forward, we need to have those honest conversations. We also are going to be providing and submitting a Racial Equity plan that is due at the end of the year. Were doing a lot of work to do some preplanning on how that would look. I think were taking a look at many things, including taking a look at our recruitment practices, so where it is we are posting our Job Announcement, it is providing for equal access if for people to be able to look at what those opportunities are. Were taking a look at all of our interview processes and basically taking a rundown to see are there any kind of biases that are embedded in how it is that we are recruiting people to join our organizations. And then, i think the one thing that i am regretful for is that one of the ways that we had been really proud and really successful is that weve been really focused on how it is we continue to train and provide growth and Development Training within our organization. In the last two years, we were able to do really great recruitment internally and do internal recruitment progressing. In the past, it was difficult to have someone who was working as a clerk within our office but who had a ton of real estate experience be able to qualify for those jobs. But creating an appraiser training program, we were able to have much of that experience count towards the trainee program. We trained individuals to be able to jump from some of the clerical work that they were doing to be able to do praiser work, and so we were able to do very, very successful recruitments and internal promotions to help provide a career ladder. In this budget, that budget does not allow us to do appraiser trainee classes this year. Again, thats something i wish we didnt have to cut, but those were some of the things that we decided to forgo in this coming here. So im happy to answer any questions that you might have. Im going to stop the share screen function here, and then, just so you know, you have asked my deputies to join me as well as my budget director to answer any specific questions that i might not be able to provide. Supervisor fewer thank you. Yes, supervisor mandelman . Supervisor mandelman thank you, assessor chu, for being here. I think i do have some questions, but i want to start just by thanking you for really st having stepped up during this time and making yourself available and your Office Available and providing some really useful interface with the department of Public Health. I think theres a whole bunch of ways that San Francisco is better for you having been really playing a leading role sort of outside your normal job description. Whats the consequences of failing to meet our state audit requirements or guidelines . If we dont know what the state thinks we should be doing, what does that mean for us . Yeah. Number one, we want to encourage doing the audits, because i think auditing is a way of people staying honest in terms of what theyre sharing with us. This is centered around the business personal property, so businesses reporting what assets they have and subsequently taxing them on those assets, right . The state currently require 300 or so audits, broken up between our highest values properties and business personal property accounts, and then the lowest ones. So the impact of not fulfilling those are going to be a write up. The state does come down to our local jurisdictions and say you didnt meet the requisite number of findings, so thats probably going to be a slap on the wrist. I think were going to be able to weather that. Were really going to try to push through as many audits as possible, and its also an average, so were hoping to take into account some of the more than necessary audits this year. The other thing that we are planning to do is focus and make sure that were accounting for the largest accounts and really focusing on those. So i think that the consequence is, one, its going to be an audit finding thats coming from the state. The second is going to be potentially less, you know, when people dont have auditing, theyre going to be less compliant. The other thing is if we do fewer audits, were going to uncover fewer additional revenues, those kinds of things. So of all the things, that was a better tradeoff than some of the other ones. Supervisor mandelman i get that. Cutting off yours makes me nervous because yours is an office where you would at least have a number of positions where youre bliing ringing in money than youre spending. Were relying on you to tell us if these cuts that youre making are going to impact your ability to bring in money to the citys red line. So there is an invitation to let us know so this is an invitation to let us know if any of this is cutting to the bone. Yeah. And i would say that the way that we met our Budget Reductions, some of it was around vacancies, right . And so some of these, we can do without reselling. However, if over the course of the year, we have to hold to no backfill positions, thats going to hurt our organization. We have had certain positions where that is going to be detrimental, including some of our data analytics, so we want to talk to the mayor and folks to make sure that these positions can continue to be backfilled if people leave them because thats going to affect our ability to track where the money can come from and whether we have opportunities for more. Weve been successful in capturing construction value over the last few years, and its because weve been able to Pay Attention in capturing these permits and Everything Else that is part of our citys work, so i want to make sure were not backsliding there. The other area that im concerned is around our system. Systems have a way of being unwieldy, and if we dont watch it well or we dont have the right resources. I think you have a penny wise, pound foolish type of situation, it can go sideways very quickly, and what itll end up doing is suck a lot of our revenues out of our daytoday operations in order to make the systems work. So i would just say that the cuts to systems is going to be very tough for us, is very tough for us, and i think that so long as were able to backfill positions, well be okay now. Supervisor mandelman well, have those conversations now because i think its important for you to bring in as uch mmu money as you possibly can. Supervisor fewer okay. Thank you. Youre bringing in less money, and i think thats because youre anticipating [inaudible]. Im sorry. Say that again . Supervisor fewer im assuming that you were looking at taking more reductions in this fiscal year 2021 in your transactions, and then, its reduced down to fiscal year 2122 down 22 . Is it because youre anticipating therell be less transactions during this time of fiscal year 20 and 21 . Im going to ask si momone join in to make sure that im not saying anything incorrect. We take the big cut for the first year, and then, the second year, theres a trailing piece. If you add the cumulative, it might be larger. In terms of transfer unit, our recorder tuition is the one thats related to transfer taxes because the Recorders Division takes in the document that collects the transfer tax. The Collections Division within our organization is pretty critical because theyre the ones eyeing those thousands and thousands of transactions, and theyre making that determination and determining whether or not if theres an exclusion from reassessment that should apply and simone, did i say that correctly . You dont need me at all. Supervisor fewer i dont have any questions. Does anyone have any questions for the assess sor. A assessor . The way we keep positions open, this is our best guess at what natural attrition could look like in our organization in the coming year. So i just wanted to say to the extent that this attrition doesnt happen, we may have to make further cuts to people. Thank you, supervisor mandelman, and others for recognizing kind of the Important Role of the Revenue Generation component. Supervisor fewer yes. Thank you very much, assessor, and thank you very much for stepping up with the covid19 recovery. Really appreciate it, and, you know, with a young child, too, so thats kind of incredible. Okay. Thank you very much. Thanks for joining us. Thank you. Supervisor fewer yes, we have Ethics Commission, and we have Leanne Pelham joining us today. Hello. Good afternoon. Good afternoon, chair, and Committee Members. I appreciate the chance to be here today to talk to you about the status of the Ethics Commissions budget for fiscal year 21 and 22. As you well know, and that youll be hearing, im sure, from many departments, the covid pandemic and Public Health emergency has continued to upend our daily lives and commerce in the city, and its also demanded that the local services that we deliver in government are acting their scope, their mandate, and their pace. Developing strong ethics, Campaign Finance laws that are effective, can be complied with, and enforceable, tools and information to promote compliance with those laws, and accountability through timely and thorough, fair audits and investigations and, when the facts and the law warrant it, administrative enforcement in which those who have not complied with the laws pay a monetary penalty to the city and publicly acknowledge responsibility for those breaches. And our office has continued to adapt its operations and programs to ensure that our services are strong and effective as possible in the midst of an ongoing Public Health crisis. We also remain committed to leveraging every available resource that we have to support the citys health and vitality against any crisis of trust in our institutions of government. I want to take a moment in this next series of brief slides to highlight for you the commission and where it stands today and what the budget looks like for us. In this first slide, by way of overview, the funding authorities that the commission has to do the broad work that we do, by definition, makes us one of the smallest City Departments. We are a less than a 5 million budget, s budget, and that budget is wholly fund doed, as you know, through the citys general fund. 87 of our budget is attributed to our personnel. The distribution of work is shown on this pie chart on the slide. Roughly 50 of our total f. T. E. S are directed at supporting laws, with filing guidelines, training, and tools for effective Public Disclosure system. Roughly 38 of our f. T. E. S are directed at what we call our post filing compliance activities. Those are audits, investigations, and administrative enforcement. And then, 3 roughly is related to our administrative work, and that includes the executive director, a payroll clerk, and our work collecting late fines and fees. So in sum, we have an organization that is very lean. We have very little overhead. Our total materials and supplies budget is equivalent to roughly 1,000 per staff member per year, or. 5 of our total operating budget. Thats used for essential computer equipment, other supplies, Certain Software licenses that help us do and offer our work to the public. We have another 419,000 roughly that we pay in services to other departments. Real Estate Services costs, technology services, and we also have work orders with the Human Resources department to provide Personnel Services and with the Controllers Office to provide some services because we do not have those functions staffed in our office at present. For another perspective, i wanted to provide a bit of context, which is about our current capacity and the constraints that the Ethics Commission has been operating under and has historically been operating under, and its challenging, the work that were here to do. The Commission Also has historically lacked essential resources that are here to and necessary to ensure the effective overnight that we have a oversight that we have a role to perform and maintain the highest ethics and standards in San Francisco. In this brief slide, as youve heard from some other departments today already, whether there are vacancies in a Small Department, these circumstances found compound and impede our ability to achieve all work effectively and efficiently. In our Audit Division, we have four authorized f. T. E. S, and in that division, we have one Supervisor Division that has been vacant for over a year. We also have one f. T. E. Who is called through the end of the year. We it l the impact of having vacancies in an Audit Division is the remaining resources that we do have had deployed through the mandated program, pending Campaign Audits and Program Improvements that we have been working on and developing are effectively on hold until after the election, and there are likely no additional compliance reviews until 2021. Ill come back in just a moment to the mayors proposed budget, but comparably on the policy side, we have two authorized positions in that division. There has been one vacancy in the division in the 1822 policy analysis role. That work is impacted and being delayed until we were able to have those we are able to have those positions filled. I want to note, the mayors proposed budget has allowed for the hiring authorized hiring of these two positions effective january 201. That is a step forward for us. Similarly, this slide shows a current capacity that we have in our Enforcement Division and our disclosure and Data Analysis division. The delays in our inability to fill these positions has impacted our updating and further strengthening of enforce processes and procedures and enforcement processes and procedures and practices to strengthen our work. On the side where we have our technology staff, the Mayors Office has reauthorized a position. [inaudible] one of the vacant position is in both this year and next year. That would leave our enforcement position with four positions not fully seated, and that will have an act impact or enforcement work and ability to do work expeditiously. What is not yet in alignment is some of the information that i think the board will be talking about in coming days or coming weeks. Just this monday, the budget and legislative analyst issued its performance report of the Ethics Commission, an audit asked for by this body, and there are two recommendations that are specific, but they also are requesting to fill vacant positions to enable us as a commission to have a fully staffed office and seats and body to get the essential work done that weve not been able to accomplish. And then, theres a goal establishing and formalizing training for staff. In this year, there was a reduction in our staff training budget, so were not going to be able to provide the depth and breadth of our training that we need to and that is essential to our work. The last that i want to touch on briefly is the alignments of the commission that still strongly view as necessary is chair ambrose communicated with the board and the Mayors Office recently on this issue. The full funding of the Ethics Commission really is critical at this time. We know there is much work to be done, but we need to reduce attrition savings so we can hire that investigator position. This is not the time to have an investigator position empty. There is work to are done, and we know that the to be done, and we know that this board has supported this commission in the past, and were grateful for that. The other thing is the b. L. A. Performance audit, and in that, there is an eventual need to provide proactive outreach promoting compliance, and the way we do that is by training. We do not have a Training Staff at the commission. We need a Training Staff. We need to be able to reach out with trainers. We propose a limitedterm project to do that to provide practical ethics training for city employ hes and officials thats based on an assessment of their specific job duties, assesses the risks of those jobs and navigating effectively in City Government. We know that the costs of some of the investigations and issues that the city has had to grapple with over the last years has come as a tremendous at a tremendous cost, as well. We very much appreciate your support. We know this is a difficult time, but we are standing ready to do our job skprks , and we t the city stands ready with the Ethics Commission, ready for us to do our job. Im going to stop there and answer any questions. Supervisor fewer yes. Supervisor ronen . Supervisor ronen i know you used to run the los angeles Ethics Department. Im guessing that was much bigger than San Francisco, but im wondering in general how the size and number of f. T. E. S and budget of San Francisco Ethics Department compares to cities of similar populations . Do you know that the answer to that question . Thank you for that question, supervisor ronen. From my experience in los angeles, the size of the agency is roughly comparable, and i would i would suggest its not really a function of population. You think about the size of government. Its the number of employees that work in City Government here in San Francisco, the number of elected offices that the Ethics Commission supports in their campaigns for office, and the number of elects officials in those cities is here in the city and county of San Francisco is roughly the same as los angeles, so it really is about the work that needs to be done to support the workforce, to support those who might be looking to influence the Decision Makers and supporting Decision Makers once theyre in office. The los angeles commission, when i was there ranged from 20 to maybe the high 20s, and here, we have 24 fulltime authorities. We simply havent been able to fund them because we dont have the Human Resources capacity to do that. The mayors budget is getting us closer to do that, with the resources this year, so we are looking at getting positioned lined up in the door so we can get work done this fiscal year. Its not everything, but its a start, and we can hope that we can full the range of our positions in that Enforcement Division that remain empty. Supervisor ronen okay. And what did the 6,800,000 amount that was the Elections Campaign Fund Contribution that has been eliminated, what is that . Yes, thank you. That is our Public Financing Election Campaign fund, and as you will wilrecall, there is a formula that allows a certain dollar amount. So this year, the fund exceeded 7 million, and the law says that anything exceeding that will be drawn back to the general fund. It does not affect our ability to operate. We will be fully funded. We know that in another years time, there will be another allocation. At this point, there is no allocation required, and that simply brings back the money to the general year as required by law. Supervisor ronen that is a goodyear for that to happen. So youre in the middle of auditing my 2016 campaign, which means that its four years after the campaign is over. And so as you can imagine, the further you get from the campaign, it becomes more difficult. Its further away from the campaign, everyone loses things, but its been a fine process for me. Its a long time for an audit, and the fact that you are losing an auditor to january, im wondering what that means for audits of publicly financed campaigns in the future . Is it going to be a longer than fouryear wait for these audits to occur . Supervisor ronen, first, all of us apologize for the delay that its taken to get through our 2016 audits. I would say to correct you on one note, the audit actually is completed. The piece that we havent completed is the final resolution through the enforcement process. So we are at the tail end of that process, and unfortunately, that is what you reported into, timing wise. In 2018, were just probably within this next month going to be able to issue audit reports for all publicly funded candidates through the 2018 issue. We have been able to secure resources with the assistance of the Controllers Office to pay for administrative work related to the publicly financed mandate for publicly funded candidates. We know we have improvements and good recommendations from the b. L. A. Office, as well, and we look forward to coming to you and telling you that our times have improved. Thank you for that. We know we can do better. Supervisor ronen and thats great news that theyve improved. Im really happy to hear that. So when was the audit completed if the compliance phase just started . We need to do a better job of setting specific time frames. We also need to do a better job of handing off to our Enforcement Division, and part of that is because were spread too thin, and so we have not been able to focus and direct the kind of attention and time frames that we need to. And i say we, but its everyone thats speaking. We hear from the b. L. A. Audit, we hear from candidates, and we are making improvements. So i look forward to talking to you about these specifics. But it is process specific, it is having that supervisory position filled and in place so they can correctly managing that program so it is not depending on an investigation to manage the program. Supervisor ronen i will say every time i call for advice to your department because the laws are so confusing, theyre all available and so helpful, and explain so clearly, so i do want to uplift your staff. Its extremely appreciated [please stand by]. Given the work that needs to be done in the city and the supportive role that we need to play in our investigative and enforcement work, thats an essential position, and we are essentially having to make the choice to leave it empty for two years because there are no other places to go, so that is the reason we wanted to raise that issue for the consideration of this committee and the board. Supervisor ronen it took me absolutely unacceptable. During this time where there w was there is an f. B. I. Supervisor fewer supervisor, i think youre frozen. Supervisor ronen, i think youre frozen. I think were going to go onto president yee nirfirst, and wh she gets unfrozen hillary, im so sorry. I think you were frozen off that. Supervisor ronen no, i was bumped off my computer the minute i said f. B. I. Whats going on there . I was bumped off immediately when i said those words. Its fascinating. So as i was saying, f. B. I. That is apparently listening in, this board chose to, you know, not okay putting the public advocate on the ballot, saying we have enough checks and balances within our City Government, the d. A. , the Ethics Commission. Clearly, these departments have not been able to root out some of the kworworst corruption in city, and the fact at this time that were letting an enforcement position going unfilled is ludicrous, and im really disappointed in the Mayors Office for allowing this to happen. That is absurd, and i certainly will do everything in my power to add it back, but its very telling and very frustrating to me that during this time of ramp jaent corrupti rampant corruption, that were not promoting enforcement in our city depuartments. Supervisor fewer normally, this budget presentation isnt about needing more and requesting fomore money, this an overview of how youre meeting the mayors budget instruction. This isnt the place that Department Heads come and ask for money. We are asking Department Heads for money. So lets not reverse our role here. Having said that, yes, mayors budget director. Thank you, chair fewer, appreciate that. Supervisor ronen just really quickly, ashley, if i can respond. I know, chair fewer, but this one, to me, is ludicrous. I hear you. I will be better. I will be better, chair fewer. Thank you for that, and thank you for the opportunity to respond. So i just wanted to clarify that we did not specifically request that the department leave this particular position vacant. We accepted an increase in the departments attrition, and as we talked about attrition before, its not tied to a particular position. It is the departments wallet to go to the restaurant and select from the menu, and so wed be happy to work with the department prioritizing hiring that position over another one. It was not intentional to leave that specific position vacant. Supervisor ronen okay. I appreciate that, but i also appreciate what director pelham said, which is when you have such a Small Department and you dont want to layoff any of your workers, that leaves a small option. And i would request this is me being a much better budget member than i have me, and chair fewer is right to scold me for it then i would ask that you guys get together and figure out how its going to be possible to make sure that that position is filled and still achieve that attrition savings because its not easy when youve got a tiny department. Understand, yes. Wed be happy to work with the Ethics Commission to understand how we can prioritize that position within the constraints of their budget. Supervisor ronen okay. Supervisor fewer thank you. Thank you. President yee, i think you had a comment. President yee yeah. Its sort of along the same lin lines of supervisor ronen, and i sort of questioned some of the stuff. And when i realized what the scope of what the Ethics Commission can do in terms of their capacity to investigate, its much broader than i thought, and it seems that the department has not been able to get to a lot of these items. And the first thing i said is, what if they had more staffing . What would happen . Could it be more efficient in these investigations . The response was probably could be, but also, the department itself, has been, over many years or several years, had vacancies that they havent been able to fill to capacity. I cant remember the numbers, but maybe youve said it. Theyve since been consistent in vacancies that, when we get to budget season, oh, still four. Id love to see them filled, but when youre talking about positions, is it one of those four positions that never seems to be filled . Thank you. I think i do understand your question, supervisor yee. The investigator position is not one of the four that has been funded where we have funding toen availab enable it filled in the next year or two under the current proposal. There are a number of other positions that have also been vacant that youve pointed out, and theyre necessary to meet the demands of the controllers report and other work that we need to do. Theyre difficult tradeoffs that weve had to look at, but as youll see in the b. L. A. S report, theyre recommending that the commission be funded at its full levels from our f. Y. 20 authorities. The other thing is we need the seats to be filled. We also need to make sure we have the best practices and policies and laws that we are able to enforce and that were bringing propose prioritization ternl appropriate prioritization internally to that so that we can spend most of our resources on those more complex cases that need to be looked at as a priority. So we look forward to doing that, but our commissions strong view is we cant do that by not having one position not filled. I hope that answers your question. President yee yeah, its a tough position youre in. By the way, through no fault of your office, but this seems like its a flaw with our city system in terms of hiring, and part of it is i realize that the maybe it was from this particular audit, i heard it, that you give something to h. R. For the hiring function. So then, the one of the questions i asked was can we put more into you and the h. R. Hiring process . Because to me, this is kind of messed up. So departments that cant afford to, you know, put money into the h. R. Function, theyre theyre not hired. We have to overhaul that system. That doesnt make sense to me. [inaudible] but again, the mayors Budget Proposal has made strides for us. We look forward to working with the Human Resources department to try and expedite all hiring that we get the green light to do because we know that this work is scluabsolutely critica. Again, youll be interested to see some of the figures that are in the b. L. A. S audit report. The median time that it takes to fill a position is 118 days, and the time that it took us is 160, so those are both bad numbers in my mind. Were looking forward to making sure we can expedite hiring with all haste and resources behind us once the budget is settled. Supervisor fewer the department of Human Resources is up just this afternoon, just f. Y. I. , president yee. President yee i noticed that. By the way, requests, would you ever consider going back and have people fill out the forms, paper, instead of electronically . Maybe it has not wasted your time, but its wasted a lot of my time. A couple of pieces of paper, here, take it, please. No, president yee, thank you for that feedback. We always want to make it as easy a filing process as possible. We always want to make sure that its the easiest way for the public to have access to it. But i do i do hear your feedback, and we can certainly look into how we can do better and help you a bit further Going Forward. President yee well, pretty soon, i wont have to fill them out. Yea supervisor fewer so director pelham, i just have one last question for you. We are focusing on Racial Equity, not only external facing and internal facing. I know your report is not due until the end of the year, but can you tell me, is your commission involved in this work also, because this is a time of selfreflection on your department and on your commission as a whole. You have some new commissioners, and i just wanted to ask you if everyone is on board for doing this work and what are your plans to address this looking internally at your department . Thank you for the question. We are, i would say, at the beginning part of this journey. I think we want to learn what departments need to be asking themselves . What do we need to understand, so we havent yet brought this to the commission. Were looking forward to doing that now that the b. L. A. Report is done and the budget process is settled. Again, this is one of these areas where we have to make tradeoffs of time that were spending doing every day. This is something that we need to have embedded in everything that we do. One of the questions that we have, is there a process looking at minimum qualifications or supplemental process where were having some sort of unintended consequences . I think weve got a great diverse staff, but we still need to ask that question and we need to be focused on what were learning, and we need to ask the right questions. We want to ask the commission and we want to engage really in this discussion and understand how we need to move forward. Part of our training issues are also tied up in our training budget. We have to be mindful of where were spending our time. I think were one of the first departments, as well, to do implicit bias training. Thats not a oneoff experience. We need to make sure that were keeping the conversation alive. I dont have a lot of answers for you today, but i look forward to providing you information about the ongoing work that the commission is doing in that area. Supervisor fewer all right. Having said that, thank you very much for joining us today. Thank you for your time. Supervisor fewer i think that we will now take a break. Were a little overdue. Im going to propose that we come back at 1 45, so we have a half an hour for lunch. Madam clerk, im going to recess this meeting until 1 45, and ill see you all then. Thank you very much. Thank you. We are doing our budget presentations today from departments. We will now proceed with our next department, which is general city responsibilities. Michelle, you have the floor. Thank you. Thank you, very much. Im from the Controllers Office presenting jenn on behalf of the city as a whole, i suppose. As you know, this department has revenues and expenditures and let me just share my screen with you very quickly. Its my screen being shared . Is my email being shared . Were reading your email. Thats not good. [laughter] the revenue and expenditures in this department belong to the city as a whole and generally to the general fund as a whole. And they are used across multiple departments, its not a typical operating department so it has no salary, travel and material and supplies budgets. And weve kind of already discussed in the controller discussion of the revenue letter the main source of use this is here and the sources are tax revenue that belong to everyone and the largest uses are those that are mandated upo mandated y baseline spending contribution levels. And this is also where we budget our general Obligation Bond debt service and early next month, you will receive, as you do every year, this time resolution not an ordinance setting the property tax rate for the budget year. To cover those general Obligation Bonds costs, at i very high level, most of the expenses in this department are for the general and the revenues declining in the first year of the budget and recovering slightly from the fiscal year 20 and the base lines follow that theyre a function and percentage of revenues and of the of the major items this this budget include, the general funds costs for certain Retiree Health and Health Administration expenses and you will see that in the prior year the budget has brown down and an increase in Retiree Health premiums of 9 being offset by the elimination of a voluntary payment the city made to calprs and we do when we can afford it because its a money saving in the long time. We can chose not to, its not mandatory. Jenn has also the general funds portion of the expense for real estate costs, for systems costs, i. T. , audits, utilities and it pays them on behalf of general Fund Departments and those are flat across the budget years. Largely because theyre a function of salary which remains to the flat in the managed proposed budget. In addition, this is where we the Mayors Office will place support to cbos that allocated during the course of a year according to actual need and you will see that in the last year, this is budgeted at 32 million and its being brought down to 10 million and thats really reflecting 60 million has been taken out of this part of the budget and put in operating Department Budgets and the same with 6 million of minimum compensation ordinance and supports the cbos and similarly been moved from this central to the operating departments leaving 10 million as a minimum wage reserve. This is were the city will be budgeted the department to reserve and last year we see required and 30 million to the general reserve and its based on our budgeted general fund revenue that goes to zero and the to one Million Dollars in the second budget year and with 208 milliondollar reserve department that you see in fiscal year 21 and related to the unlocking of the fees which the controller discussed earlier and thats because we will assuming that the business tax measure on the November Ballot is approved, we can unlock the accumulated funds and we can repay the general fund for the advances made to the proxy fund and these come all at once. Some of our expenditures, we wish to spread over not just the first year of the budget but the second year that is why theres a 208 milliondollar department to this reserve in the budget year and then the second budget year uses of 149 million of those revenues. And as i mentioned before, the other major type of expense in this department is the geo debt service. Im happy to answer any questions. Any comments or questions from my colleagues. Seeing none, i have no questions either except, are you the only person in this office . I mean [laughter] well, the Controllers Office, the functions of this department are carried out by being effects and they make sure we pay it on time so theres a small team of folks that do that and my group is in charges making sure we adhere to all the vet era tonighted spending mandates and all the text revenues and protect them so the vast majority is my team but there are others that work on this as well, of course. Thank you, very much. Next we have our City Attorney. Welcome, you have the floor. Thank you, chair fewer. Excuse me. My name is ron flynn, i am the chief deputy City Attorney and i tried to share my screen, did it work . No. Ok. Let me do that again. Im the deputy City Attorney here in the City Attorneys office and with me today and let me just go sorry about this. It works so good in practice. Does that work . There you go. Thank you so much. You asked us to focus on four issues which ill troy to do quickly. The answers are inner connected so ill take them in order and it most efficiently allow me to respond. To do so, i need to really quickly go over what the City Attorneys role is. In essence were the lawyers for the citys office holders, the departments and the governing bodieses. That is our primary role. In addition to that, our work serves all communities of San Francisco with particular focus on the most vulnerable, including communities of color, the lgbtq plus communities, seniors and children. Every teach in our office touches this work. We are also charged with investigating and undercoverring waste, fraud and a loose and were doing critical work at every level and i want to focus on equity and vulnerable communities for a mom. As many of you know, our office led some of the fight against the Trump Administration but in a real way, what that did is it saved 2 billion in food assistance, healthcare, housing and other money for vulnerable communities. And in essence it also stood between trump and our immigrant residents and were very proud of that work we did. On the second thing that we did, which we feel really helped vulnerable communities, we blocked the federal role that would have allowed healthcare discrimination, especially against the Lgbtq Community and women. We were the first Public Law Office to seek to do that and we were victorious. You see below these three ballot measures which theres been talk about this money being locked up, those ballot measures were the result of a memo that our office, well the ballot measures themselves were a result of a lot of hard work by a lot of Community Members getting up and voting. The idea of the passage of the rate of the passage rate came from a memo that our office publicly posted and we took heat from around the state for saying that such measures would only require a majority and that was our reading of the law following a Supreme Court case. To date, every judge that has looked at this has agreed the San Francisco City Attorneys position, allow services for our most vulnerable. I want to add one more piece thats not on the slide. Just this week, we, along with the Attorney Generals Office and some other City Attorneys office, obtained a preliminary injunction against uber and lify it will require they treat their drivers as workers. This will a will you them to have a living wage, minimum wage, healthcare, vacation, sick time and this time it is really taking care a lot of the community, a lot of our essential workers who really do that work. Another thing that our office is involved in is housing and homelessness, along with you, the board, we do a lot of work, a lot of our work evolves around this issue. Two things i want to talk about that are taking place recently is that your board passed the San Francisco Eviction Moratorium and it was immediately challenges. We just, this month, received a great court order upholding that so that type of work is important to us. Another is we won the first decision of its kind in the state that prohibits landlords from discriminating against people using housing vouchers. We came up with the idea that section 8 was included in the prohibition on discrimination, again, we had to convince a lot of agencies around the state that we were right and we had to take out all the way through the court of appeal to prove that we were right. Every time the board takes new opportunities for Affordable Housing our offices involved in that and doing the contracting and ceqa and every step along the way so our office does that and we defeated the lawsuit that sought to stop the embarcadero navigation center. And again, i want to add one more thing, coming this monday, august 17th, the city will receive a check for 37. 6 million from academy of art university. That arises out of our lawsuit what we allege was unlawful use of our buildings without proper planning codes and that 37. 6 million is to be used exclusively for Affordable Housing so things like that that really we do think our office in an outwardfacing measure really works on helping vulnerable communities. I want to say one more i want to say one more thing that we did that sort of really gets at sort of some of the our office really took on the inaudible over the public records related to police records. Very progressive, they said maybe we cant get out all these records. Our office took the position its a law change and we have to get those out. Again, we took that to court and won. Let me quickly move past, of course, our work has increased during the Pandemic Response and its all essential offices have Health Orders and Contact Tracing and during that process. What that means is we have not we have not reduced our ftes. You will see that our ftes are flat. Theres a slight increase it shows in 1. 42 from attrition from taking budgeted position thats werent fulltime last year or the full year that come into play here. The reason is again, we dont have divisions or services that we can cut. We dont have programs that we can cut. Our clients are the city and the work has really increased. Ill talk about sort of that when we come to salaries savings in a moment. I would like to say that the City Attorneys office already is a very lean operation. Over the last six years, weve increased our office by seven positions, this is during a time where theres departments we enforce and all of those things have happened and weve stayed pretty lean and we may be paying the price for it now because we feel very stretched but that is one of the reasons why we have not proposed cutting ftes. What we did propose what we did grow to cut and what we took was something thats going to sound like a hard thing but its an area we felt we could reallocate and our affirmative litigation budget is budgeted at of two pots. The general fund and the Public Protection funds. The Public Protection funds bylaw are money that comes from lawsuits that we filed under ucl and can only be used for that work and cannot be used for any general fund purpose. So, what we did is that we proposed decreasing by 500,000 our general fund affirmative litigation budget. What that means in resalt weree will lean more in our Public Protection budget and do the great work this office does without relying on the generosity of the general fund. Which weve had in the past. And let me skip to this end and show you where, what this means. As you can see, our increases come primarily in salaries and mandatory fringe. Theres Non Personal Services which include increased rent and other things. We do not have an increase in our material and supplies but we do not have a decrease either. And so that is our proposed budget for the year. We are tightening our belts where we can. Were in conversations with the budget annalist and im sure you have questions which im happy to answer. Thank you, very much. Any questions or comments from our colleagues . Just off the bat, so your budget actually has increased, is that correct . Yes, our budget has increased with the salary its just the mandatory salary and benefit increase, although this next fiscal year it hasnt gone up as much as it had because of the wage deferral. The vast majority of our budget is salary and benefits. And so that is that money goes up automatically and we cant cut that portion unless we cut out positions. Yes, you are correct, judge. Im sorry. Ready to leave in five months. But, explain to me, then, i mean, when we meet with all these other departments, what they said is that they are not filling positions when people have left or retirements and i dont see any attrition here and i just see your budget is increasing really the mayor had budget instructions to reduce your general Fund Contribution to your department . Yes. So we took the hard dollar money we took and we took it off the top and we are in discussions about attrition savings and the reality is we have balanced our budget was attrition savings so delaying hiring and putting those positions on hold. In this time of covid19, we have deployed at least our health team is down an attorney before covid19 started so we were down an attorney and three of our health team attorneys went full time to covid19 but the department of publichealth work didnt change. We have deployed six other attorneys to support that full time, more than full time, working on that so their work then ripples on to others so the attrition weve been doing fear feeling, we need that people we didnt hire so were going to be having conversations about how we do it but we have been lean and mean and not expanding and so we have done what you have asked us to do and i will give an example of supervisor ronen who looks suspicious talk to go me right now and im just a little bit suspicious, i must say. The highs of our office has stayed stable. Even though work has come and departments have increased. We spread the work and we redeploy people and so when the f. B. I. Investigation came and im waiting for my screen to freeze, it did not, when that came, we had to take people from teams to support the Public Protection team and various teams that Legal Assistance and attorneys to go and do that work and start supporting, rather than coming in and saying we want a new annalist and a new legal assistant to sort of do all this new work. So that is how we do it. Were shifting people. Were feeling sort of shifted out from all of the new covid19 work and its actually just taken full time attorneys responding to everyones needs. Were in every Contract Negotiation and start to go investigation is there fraud and abuse and that kind of contracting so our work, i know i sound like im begging and i know every department is working really hard and its the reality that we are feeling and were feeling that right now. We are going to have discussions with the budget annalists. You are. Because i just want so say that actually, every community that comes to us theres someones budget is not as big as yours and theyve taken cuts. Weve seen reductions so you will discussions and i am seeing dora here and i think it just lends itself to questions just because you know we know the mayor gave budget instructions and every budget weve seen so far has abided by budget instructions by cutting actually general funds dollars and were kind of not seeing that here. I appreciate the work that the City Attorney does. I think we have one of the finest City Attorney offices in the United States and i think that we are bold and i think that you have won us a ton of money but i just, you know, we dough pend on you guys and you run our legislation quite frankly and i dont have any other questions but i see that you are doing work and its really helping a lot of people in vulnerable situations and i just want to know internally what you are doing toward Racial Equity and what are you looking at at a team. I know your plan is not due until the end of the december but if you can tell us what your focusing on, this is a time for selfreflection within every department looking through the lens of Racial Equity which is something new for our city. If can you give us an overview for your plan in december . Absolutely. The City Attorney asked us to really reach out and find out sort of what is our workplace look like and how does that compare to the workplace in general . To be prepared to put this report together for is coming due in a couple months, so that was one sort of thing. We really reached out and worked with the Bar Association and we worked with the chief justice and sort of trying to get out finding out how we get around the impediment and to be an attorney you have to be a member of the California Bar and if you look at statistics of California Bar its abysmal. And then we talked to the California Bar about what are we doing about that and how do we extract more from this poll which by one comparison, the Latin X Community and the bar in the California Bar, is so small its almost not counted and its a truly abysmal figure. We need our bar and our office to reflect San Francisco and we can no longer let sort of this larger thing that doesnt encourage people to and doesnt really fulfill people going into law school. Im really looking forward to this fall when it changed oer night the make up and the look of our public law school and its still the devastating effect of that so that part of it were looking at it and were talking about what do we go beyond . Where do we go to make sure that we are doing everything we can to address this issue . And then we are also looking at other internal staff things and really figuring out what are the impediments to keeping our we have a diverse staff on community. What are the impediments having them advance and really staying and be part of the City Attorney family so were pre paying to put together but those are the steps we have taken that were taking to be able to give you the report. Got it. Thank you, very much. President yee. Thank you, chair fewer. Dont worry, mr. Flynn, well talk to you and hastings pretty soon. Real quickly, do you lease any cars or vehicles . We do no. We own cars. We own 12 cars. I will get you that information. You dont lease cars . No. Chair fewer, probably asking this question many of the larger departments because im finding stuff that and im looking at budget and stuff. Thank you mr. Flynn. Thank you very much and well talk to you soon. Department of elections. Good afternoon, supervisors. Hi. So john ill bring up the presentation and. Thank you. Can you guys see it . Yes, can you make it bigger for us over 50. I dont know what is going on and 60. Its ok. So is it tiny on your screen . Yes, its ok. I printed out one for myself because i know that my eyes are like that. Sorry about that. So, as far as the department of elections budget is concerned, and its first slide you can see its rather consistent through time through each fiscal year and what drives our budget is the number of elections and the type of elections per fiscal year. Even when we have situations were trying to make cuts so that is a challenge for our budget during this cycle trying to contemplate cuts. As far as our fte counts are concerned through time, theyre consistent. What drives any changes in our ftes are the needed personnel and it depends on the type and number of elections in a fiscal year. Our permanent ftes have been consistent for the last several years but the ftes associated with the temporary personnel, fluctuate depends on the amount of people we need to bring into assist with the election. As far as the type of reductions that we made for this election, were not going to organize any sort of Voting Centers outside of the one that weve had at city hall. We plan to have three or four other locations in the city but were going to cut back on this election and we also looked where we could delay some purchases and materials and supplies, streamline some services and also to reduce the amount of equipment and rental vehicles that we use for this election. We had not laid off anybody and theres no elimination of vacant position and we have not sought reduction and contracts with cbos so the contracts are in place and ill get to that in the last slide. What is happening is for this election, every voter in the city will receive a ballot in the mail and so it all active registered voters will receive a ballot without action on their part. Were started a full Outreach Program around that and will continue as we move forward in time. And also, what weve done, weve maintained the number of polling places for this election as compared to past elections. One concern people had for in frequent voters if we moved polling places or reduced the polling places that would make them uncertain about voting on election day so were maintaining the full number of polling places and retaining the same sites for november as we had in march. That is outside of our control but were going to try. Were also implementing protocols in relation to covid19 for this upcoming election. So well have personal Protection Equipment and social distancing in place and well train the workers to use the equipment and the protocols so that they have a safe experience at the polling place as do the voters. As much as possible, well reduce any harmful effects of covid19 for inperson voting for this election. The City Hall Voting Center is going to shift to being an outdoor Voting Center and it will be staged in front of the bill graham auditorium. Instead of being inside city hall, like the Voting Centers has been for the last many years, to reduce the opportunity of spreading covid19 by adding people con agre congregating iny hall, well move the inperson voting to an outdoor operation in front of bill graham auditorium. Its something that were still in the process of planning for. When we thought about the reduction of the criteria we applied was to not have any impact on voter turnout observation or poll Worker Engagement and if they disrupt election voted for vulnerable voters. And we also considered any negative impact on Voting System security and we also considered if there was any impacts on our ability to issue results in timely manner for the election. Then, regarding our advancing Racial Equity in protecting vulnerable residents, this election has been for many elections will partner with local organizations and City Department whos serve members of vulnerable and hard to reach populations including seniors and voters with disabilities, members of the citys language minority groups, voters who are experiencing homelessness, and residents of neighborhoods with turnout below the city average. And these partnerships included the Sheriff Department and Legal Services unit. That unit supports people experiencing incarceration and so we support there being registered to vote and to update their Registration Information and we organize ballots being delivered to the inmates and also to obtain the ballots after theyve been voted and this is to provide materials and election information to immigrants and people needing language assistance other than english. Well provide materials and Contact Information to the department of homelessness and support of housing to get information and materials out to the public for agency support. Weve been partnering with the Covid Command Center to distribute election materials and under serve areas of the city and like i mentioned before, weve continued our grant partnerships with eight local organizations and to get election information to members of the citys underserved and vulnerable populations. With the increase of vote by mail for this election and the implementation of what is called remote accessible voting which is where people can download or actually obtain their ballot from a lincoln ou link on our wl have a Outreach Program how to vote and how to get the ballot back to us and also, as i mixed before, well continue with the full pooling places for this election which are also important as ballot drop off sites for voters after theyve voted their vote by mail ballots and been mailed to them before the election and they can take those voted ballots at any point police in the city and deliver it and we can count that ballot when we receive it after election day. All our ballots will be bilingual and multiple languages including english and it will also have accessible voting equipment and tools at all the polling places and we have Job Announcement to the Community Organizations we can work with so they can share those Job Announcements and with the people they support and serve its been successful in these past few years and creasing the number of people that would know about this position that are available in the department or an election ill close this and take any questions. Thank you, any questions for mr. Arentz . Yes, i see president yee and supervisor ronen. Lets take president yee first. Thank you, chair fewer. If theres 14,000 or the next fiscal year, the second year i guess, if theres somehow some emergency election that needs to take place, did you account for that . We have to. Wed have to come to the board and call the election and then the city would have to put together a funding plan that the city would have to provide the money for cousin to run the election. We could run a special election. Basically right now you dont have the funding for it . Correct. Ok, i was just curious about that. The other thing is, i dont know where it is in the budget but, if you need to do a new outreach plan or education outreach, on something new, for future elections, meaning, if 16 and 17yearolds can vote, is there any budget for that . If they are able to, theres got to be massive out reach. Right now, no. Since that wall has not passed yet, this budget does not contemplate providing outreach to that group of people. New voters. Next fiscal year, if the measure were to pass in november, that our next budget would have to contemplate outreach to those new voters. Would that be enough time to start in july . Yeah, i think so. Were already engage with the high schools and the students. The High School Students regarding pre registration and being poll workers and also when they get close to voting age to encourage them to go to the point place or vote by mail. Were not starting outreach brand new. We already have a program established and we have contacts with the School District and we have a relationship thats gone on for many years so, even though the law is new, the relationships around elections and voting is not new for this department and the School District. So, in addition to the School District, this is probably another 25 or 30 of the students that are not with the School District . What about that segment . So, like in private schools . Yes. Well, again, we also have relationships and contacts with the private schools as well. Both for pre registration, voting when they get closer to 18yearsold and this is will he work at the polls or volunteer a lot polls as poll workers so we also have that contact and those contacts out as well. Ok. Well if it passes, certainly i wont be around with other people to be supporting of trying to. [laughter] on the roll. Ok. Supervisor ronen. Yes, thank you so much. Director and i know were going to hold a hearing shortly about the election plan for november 2020 so im looking forward to that. Its getting pushed back just a little bit because budget is taking up our time so this is a nice reproduce s preview so i ae that. What are the remote Voting Centers that you eliminated four of . And that is different from the pollings places which you said you are mostly going to maintain the same. Can you just explain that . Yeah, we had so, just like city hall has a Voting Center every election, we had a similar operation at joseph lee wreck rc center and we had a similar operation at sfsu for the last two elections. And we thought we would originally expand out to one hopefully two and one more location for the november election but with the budget cuts, we pulled back on the joseph lee and the state Voting Center and weve not thought about and im just asking. Since thethey were new they wers effective. Everyone goes you can go to city hall and vote and so city hall has been getting busier the state Voting Center was not too active and that election was a municipal election so it didnt have as much draw potentially for the students who were the primary users of that site. We saw more activities in march especially on election day and joseph lee site was effective in election day than the weekend going into election day. I think those are situations where given more time theyre anchors and they start to potentially draw more use by the people in that area. Whats the cost of this . Theyre over a Million Dollars to each one or collectively . Close to a Million Dollars for each one to fully staff and have that in place. Thank you. Ill say right now were kind of like late to start planning for more Voting Centers so we have to be careful how we im just curious with the future. Its not in the budget. It would take me off the committee if i tried to add them back. Yes. Ok. Anymore questions from mr. Arnstz. I imagine you are working on an inwitty plan internally with your department, yes . Yes. Looking at your staff through an equity lense and looking at your hiring and promotions and those type of things. Is that so, yeah, so weve partaken in the initial session with the office of Racial Equity and todays another session. Weve got the equity framework plan that well put together and i saw that an email about a toolkit on Racial Equity so this is something were engage in and thinking about. Thank you. Ok, thank you, we appreciate you. Thank you very much. We have an election coming up this november. Can i have one more question. I apologize. So, on the off years when theres no election planned, like for next year, what why dont we reduce why isnt the budget. Its our time to catch up to a lot of things. For the last two fiscal years weve had three elections one after another and we have a new Voting System and we have new practices were have having to undertake and were ready for the next election in 2022. We update our process and procedures and we think through our operations we start to upgrade equipment so its seems [please stand by] sorry, supervisor fewer, i just alerted our director. Okay. We could skip her and do hers later. The next one is long. Its the department of Human Resources and we have a lot of questions for them because they have a big budget. I can quickly call the direct director, but i obviously defer to you on what youd like to do. Okay. Just give us a couple of seco s seconds. Chair fewer, we might be able to skip to the Arts Department if theyre here. Sure. Is the Arts Department here . Yeah, were here. Okay. Why dont we take you guys first, do you mind. Ill go ahead and share my scre screen. Okay. Lets see, Arts Commission, yeah. Kevin klein and rebecca crous. Is that correct . Correct. Can you see us and hear us and hear our presentation . We can see your presentation. Fantastic. Good afternoon, chair fewer and members of the budget and appropriations committee. Im rebecca crous, acting director of Cultural Affairs here with finance minister kevin klein. Thank you for the opportunities to present the proposed 20212022 budget today. Next slide, please. Is the slide not advancing . No. Its just on the first page. Okay. Let me go ahead and reshare that. I think we lost it. The age of apologies for the technical difficulties. One slide back, we should be on slide two. Great. Established by the charter in 1932, the San Francisco Arts Commission is the city agency that champions the arts as essential to daily life by investing in a vibrant arts community, by shaping innovative cultural policyies. Next slide. Racial equity. This dates back to when the cultural Grant Making Program was established in the early 1990s. There was a shift in 2017 with an approval of the strategic plans. We strive to do all our work through a Racial Equity lens. Were working closely with the office of Racial Equity to deliver our Racial Equity goals. Next slide please. Our tax revenue is 20 less than what was previously established. The general Fund Reduction that you see here is because we did not receive any Capital Project funding for the Cultural Centers, nor for the civic art collection. We received maintenance funding only. Those are the two largest reductions in our budget. The revenues that you are looking at do not include the 2 set aside in the Capital Improvements project that funds our program. These are the revenues that are on budget only. Next slide, please. Taking a closer look at the hotel tax funding, although the Hotel Tax Revenue projections decreased by 20 , the Arts Commission had allocated reserve funding to ensure that the Cultural Centers and the Cultural Equity Grant Program were not touched. The Grant Program hundred dollared 153 grants for a total of 4. 6 million. 73 of those grants went to artists and communities of color. Were currently supporting the grantees in order to be sustainable during this challenging time. We are amending agreements to provide general operating support and funding online for projects and performances. Next slide, please. Expenditures, mirroring the revenues, the primary expenditure reduction is in community reductions, which is all the Grant Programs live [indiscernible]. Next slide, please. This slide shows our personnel organized as requested by program and again excluding public arts. This reflects the decrease in salaries and benefits to meet the required target. We are currently holding five s. C. E. S open. We are protecting the existing workforce in making our decisions. Next slide, please. We wanted to end the presentation by talking about our response and recovery work. Were really proud of this work. In march in partnership with grants for the art, the Grant Commission established the arts relief fund. There was 1. 75 million in emergency grants in march and april. A total of 65 organizations and 679 individual artists received funding. Were grateful for the mayors leadership which was the first in the country. This responded to emerging needs and is combooiguided by a five plan. The categories of the grants are arts education, capital needs, core support, and individual artists. In the current year, these funds will continue to support response and Recovery Efforts guided by the arts and cultural and Hospitality Committee from the mayors Recovery Task force. The First Initiative were planning to fund will be the arts hub which will be offering technical assistance, reopening guidelines, and funding opportunities for artists and cultural organizations. Thats the end of our presentation. Thank you and please let us know if you have any questions. Chair thank you very much. Any questions for my colleagues . Supervisor walton. Thank you, chair fewer, and thank you so much for your presentation. First, can you provide a racial breakdown of the grants that you provide to individuals and a racial breakdown of the grants you provide to organizations led by people of colour . Sure. What i have right in front of me actually combooins the two, but im happy to follow up and give im happy to follow up and give you the breakdown. 29 went to asianamerican artists and organizations and 17 went to africanamerican organizations. Im happy to provide the other numbers as well. Thank you. And i did see a projected increase for 20212022 from 20202021. Did you discuss what that was . I may have missed that, im sorry. Can you flip back to the sli slide. I got this from the mayors book. If you can tell us what line youre looking at, we can respond. All of the projections we received from the Controllers Office. Here you can see theyre looking and projecting right now a [indiscernible] from 2021 to 2022 because theyre assuming the economy will start to recover. Forgive me, and it is expenditures. No problem. Can you flip back or forward one slide. We have an increase on the Island Development authority. Those are private developer funds that goes through the commissi commission. I have one question. I think we are looking also internally about Racial Equity. So in your work internally, is the commission involved . I think a lot of times we have departments, but the commissioners are not involved. If you can give a sense of that work and whether the commission is involved. Sure. Thanks so much for the question, chair fewer. I appreciate the distinction. Were fortunate to have artists that are passionate about Racial Equity along with the commission who is committed to the values. So having the staff and the commission really aligned on the values has been really important for us. We have done training with the government aalliance for Racial Equity as well as the staff and commissioners that were engaged in a training effort. Obviously, as you know, were able to have a high level of conversation in our performances and works. This is embedded into everyones responsibiliti responsibilities. Thank you for the question. Chair im glad that youve gotten a jump start on this. Thank you so much. Thank you. Chair is director rafel here for the department of environment . I am. Im so sorry about that. Deep apologies. All right. I am going to now share my scre screen. Do you see my screen . Chair yes, we do. Thank you so much for this opportunity to talk briefly about tour work. Im going to go through the numbers and the questions that you asked and then give you a few examples of how our work has been focused on equity and pivoting around covid. As you know, we are deeply committed to our Environmental Protection and making sure that our policies reach all san franciscans. We do that through healthy systems, energy, and climate. When you look at our budget, there is no general fund money and the other thing is its pretty diverse funding sources. What youll see is the biggest chunk is coming from grants and awards. Some of our big grants recently came through and are part of the budget process. We have allergy rate payer funds that will be focused on multifamily, small business, to make sure that the buildings in San Francisco are healthy. We are launching a mobile collection for bottles and cans. The big thing to notice on our budget with the four areas, when you look at 20202021 ver you say 20192020, the budget loosely it went up a lot and it did. The big change in our budget year to year has been the grants. Other than that, the budget has been flat. The f. T. E. S went up by 50 to 70. The actual number of f. T. E. S in our department really havent changed. Were flat and we feel lucky about that, that weve been able to maintain our funding and, therefore, not cut back on our services. So we feel very blessed that bev within successful id like to share a couple of examples with you of how were incorporating equity and Covid Response into Environmental Protection because we believe the three go well hand in hand. From an Energy Efficiency perspective, we expect in the next year to serve 700 households to upgrade their Energy Efficiency and to make those Housing Units healthier and improving the quality of life. Theres money out there and we want to make sure money is getting to san franciscans. Our Healthy Homes initiative has been part of our greener initiatives program. We have testproofed 29 portable housing entities and were expanding that in the wake of covid to bring our expertise along with the department of Public Health and the Covid Command Center to look at disinfectants and cleaning and to make sure that the products that our vulnerable populations are using, whether its families with kids with asthma or the Service Sector of joanitorial ad housekeeping, that theyre not using harmful products. Were excited to roll this out in the next fiscal year. Finally, were looking at transportation and how we can work with our partners. We have pivoted our Ride Home Program to be an essential Ride Home Program. Were happy with the funding we got to provide this transportation opportunity for workers that need it most. In closing, looking ahead, i hope this brief presentation drives home the point that in San Francisco we believe that our commitments that an electric city, to a resilient city is also a commitment to an equitable city. We are always asking the question who benefits, who needs to benefit and how can we make sure our work is benefitting all san franciscans . We know in this moment of a pandemic we need to do our part and we are committed to doing our parts. Thank you very much and i will unshare my screen. Chair thank you, director. And thank you for your work. I know that you [indiscernible] in your account. Theres nothing to take from you because there is no fund. So this is i take this opportunity to showcase your work. But i think this, just to be frank, is just a snapshot of what you do because you do so much more about the green businesses, Everything Else promoting it continually and making us in the forefront of cities in this nation doing this type of work and our commitment to it. Any comments or questions for the director . Yes, president yee. So i just i dont know who to ask. This is really inconsistent in terms of the departments, theiie fringe benefit packages. Some departments are at 40 and some at 50. Is it because you have a lot of 75 time people or something . Its kind of strange when i look through the packet. [indiscernible] the benefits are handled citywide, but they do vary. Youre correct that temporary employees are entitled to certain benefits and permanent ones have a certain number of benefits. The makeup of different employee organizations is also different. Id be happy to provide a follow up, a summary of what those components are and how they might vary across departments in terms of what youre viewing. Okay. Im sure theres some explanation, but i just didnt know what it was and why they would be so different. Its a set of differences that would be governed by citywide rules that cut across health benefits, pension benefits, social security, and some other contributions. We can provide a summary of that if its helpful to you. Im looking at a different lens and is there equity in these departments. Im seeing some sort of weird trends. I mentioned earlier that departments have a female workforce or a dominant female workforce, it seems like the salaries are lower and things are different. It could be just the type of positions. Im not sure. I assure you that decisions regarding benefit packages are not owned by departments. Theyre really governed by a mix of either m. O. U. Health System Service rates that are approved by the board, or the federal law that drives the security contributions and others. We can create a picture of that for you. Sure. Thank you. Chair supervisor mandelman. I wanted to echo the praise for the work of the department of the environment. I know were not trying to throw general fund money at folks and i know this is not the year to do it, i do think as we move forward and come out of the crisis and turn the corner economically, this department is pretty important in terms of avoiding the climate catastrophe that is coming and the work around zero waste and around moving to all electric buildings and in terms of transforming our transportation away from fossil fuel consumption. All of that is only going to become more important in the years to come. At some point i think you should get the funding, but probably not this year. Chair those of you staying on, can you please see to that . Thank you very much. I think they should get some general fund money because they represent our city so well and keep us environmentally healthy. Thank you, director. The next group of people im taking is the Mayors Office because mr. Shaw has a time commitment. So id like to have the Mayors Office on budget come. We have one legislation. Can you please call item 11. Clerk resolution approving the cares act emergency solution grant Coronavirus Program authorizing the mayor to apply for and extend the citys care act round two from the u. S. Department of housing and urban development in the amount of 43. 6 million and amending the e. S. G. Program fund entitlement expenditure in the amount of 34. 3 million. Members of the public who wish to comment should call the number on the screen. Once you call, please wait until you have been admitted and you will be admitted. I wanted to start off, we are introducing our first technically adjustment to the budget. We will be increasing the office the Mayors Office of housing and Community Development Community Grants by 2. 3 million in order to ensure that programs directly serving the citys most vulnerable populations are maintained. This is of no cost to the general fund. We had money transferring from that general citys responsibility department. So theres no new cost. So i will submit the letter and details of this to the clerk. With that, ill turn it over to benjamin. Good afternoon, supervisors. I will share our slide deck. Can you see the deck . Yes, we can. General overview and the next two slides are exclusive of the technical adjustment ashley just mentioned. An overview broken down into the key categories. Youll see a pretty dramatic reduction over the two years of the budget. Most of that reduction is in the Affordable Housing category, but also reductions in some of these other categories. Well be talking through some of the details of those changes on the next few slides, but this is the bigpicture dollar amounts. In the Affordable Housing category, which is the largest reduction, the largest reduction overall is onetime erap funding, which was provided in 192020. That does not continue to 20202021. Thats a loss of 745 million. In addition, we have in the 20192020, we had onetime revenue from hope s. F. Land of 13 million. Then we are in contribution to solving the citys deficit program and the debt program reducinged reducing by thr 2. 1 million. We are budgeting for two onetime revenues related to Affordable Housing uses. The first is the economy of Art Development agreement settlement, which the City Attorneys office mentioned earlier today. Then the second is budgeting of the 180 jones Affordable Housing, source of which the board has already approved but not appropriated. The final increase in the Affordable Housing category is the charter mandated increase of the Housing Trust fund to . 8 million per year. Those are the major pluses and minuses in the Affordable Housing category. The change of the Affordable Housing category is a decrease of 128 million. I do want to mention at this point that this is not the these are only Affordable Housing budget dollars that are going through the annual budget process. For example, we have other revenues related to geo bonds and things like that, that are not going through the budget process at this time. Looking year to year in the Affordable Housing category, just graphically what i was describing, the decrease between 20202021 and 20212022 is the onetime nature of the 180 jones Affordable Housing fund and the academy of art going away in the second year. If you look at the other divisions by category or other Major Program areas by category excluding Affordable Housing, youll see a reduction in Community Development which well talk about in a minute. Youll see an increase year over year in the local operating program. Its a work order from h. S. H. To m. O. S. It supports permanent supportive Housing Units. That cost is going up because of good news. In 2021 were anticipating an additional 470 units of permanent Supportive Housing. Then in 20212022, another 158 units of permanent Supportive Housing for formerly holmes individuals. The other categories have smaller changes. As far as f. T. E. Is concerned, we broke those changes into the mayors administration and o. C. D. Youll see between 20192020 and 202021, this is attributable to two pieces. One is a transfer from Digital Equity and the other is from homelessness and Digital Equity. Then youll see in the second year of the budget, expiration of limited duration. And then on the mayors administration side of things, you see f. T. E. Reductions due to attrition. Within mohcd, most of the funds are required to be funded by this department. We were left with two main areas for the reductions. We made reductions in those two areas. The first is reducing hope s. F. By 2. 1 million. The second is to reduce the grant by 2 million in the first year and 4 million in the second. This relates to the technical adjustment that was introduced at the beginning. The original reduction was the 4. 2 million in both years of the budget, but the technical adjustment allows us to have more funding for c. V. O. S. With that, ill turn it over to my colleague who will talk about how we went through the Community Development grants process. So when we went through our reduction process, as you know, our original grants were tied to the plan based on the variety of focus groups and meetings. The preliminary recommendations were issued in january. We had a public hearing in february. After that, the pandemic struck and we were instructed to see if we could identify 4. 2 million in cuts. Our initial process was to set two different tiers, a slightly higher tier for those grants that were over 100,000 with a lower percentage cut coming from those grants that were below 100,000. Then we wanted to minimize cuts and do as much restoration as we could to those organizations that were proposing to serve the highest percentage of africanamericans as a proportion of their overall client base. We looked at that first. We also wanted to minimize cuts for other highrisk populations, those being affected by covid and the economic affect associated with it. So we looked at the programs that were purporting to serve the indigenous communities, the Pacific Island community and the transgender communities and others. The board, as you know, has already approved the 12month federal gront allocations. So what we have now putant allo. So what we have now put out today and i think your office was informed was the ninemonth amount from our general fund and Housing Trust fund dollars. Those grants will run from october 1 to june 30 of 20202021. So what youve seen posted on our website are those ninemonth amounts. What we did from july to september 30 was for those grantees that were in our pool for 20192020, they received a threemonth extension. So we are starting off with this new portfolio again october 1 through june 30. It is anticipated that we will reexamine these funding recommendations. So for f. Y. 20212022, we will have to look again. I think as our c. F. O. Mentioned, the technical adjustment is only in place for this year. We have not yet determined how we want to deal with that 2. 3 million difference. We were happy that we were able to benefit from the adjustment this year, but we still need to engage in discussion, as the other possibility of what [indiscernible] not made any allocations for f. Y. 2022 at this point. Ill turn it over to our director eric shaw for the next slide. Thank you very much, committee. I just wanted to let you know that our office prior to me joining in april 7 had been working for two years on Racial Equity planning and on internal understanding, how to create pathways for employees of color to make sure we had a racially aware leadership state. So im really happy to have walked into that work. In addition, the grants process and the grant that brian just talked about were brought through on the idea of a Racial Equity lens and also mirrored a conservative plan process. Finally, Going Forward for the future processes around procurement, were going to look at being more explicit around racial equities and outcomes. That will be part of our procurement for securing responses for monitoring and scoring on those. Thats what were looking at for Racial Equity right now. Thank you very much. I think ill take over from here. Thank you, eric. Good afternoon. Ashley grossenberger, the acting budget officer. The mayors Administration Budget supports the office of the mayor through administrative support, budget, policy, communications, and constituent services. The proposed budget for fiscal year 2021 is 5,000 less than the fiscal year 20192020 budget and it increases by an additional 171,000 in the second year of the budget. Savings are achieved primarily through decreases to our salary and benefits budget, assuming that positions remain vacant and that we are able to capture savings through other staff turnover. The budget assumes some modest savings in materials and supplies and increases recovery revenue to support federal advocacy contracts. With these proposed savings, we have met the 10 growing to 15 target reduction in both years of the budget. I will note that the proposed budget for the Mayors Office significantly scaled back the activities of the Mayors Office. This has been a helpful resource supporting Large Community events. Those large Public Events have obviously stopped due to covid and are expected to be scaled back for the foreseeable future. Recognizing the need to reduce the budget in response to the 1. 5 million shortfall and to be responsive to much of the feedback we have received over the years. The proposed budget significantly scales back on transitioning staff to other roles. The budget reflects the savings of keeping these positions vacant. Just to speak on how our internal Administration Budget advances Racial Equity, the answer is twofold. So our budget is over 80 salary and benefit support. The mayors budget advances Racial Equity by funding the work that our staff does every day to support the Racial Equity work in our city, working closely with departments to ensure that equity work moves forward. Our policy team works to support key programs including opportunities for all. Internally, we have an equity lead in our office. Equity is at the forefront of everything we do. We are focusing our Budget Resources on this work rather than other functions of neighborhood services. Im happy to take any questions. Sorry, chair fewer. If and when you want to hear information about item 11, were happy to do that. Chair can you address item 11. Go ahead. I have colleagues from the department of homelessness and Supportive Housing for specific questions that might come up in relation to this. As part of the federal cares act [indiscernible] second grant allocation under the Emergency Solutions Grant Programs of 43. 6 million. This is in addition to the e. S. G. Grant that we received under the cares act of around 5 or 6 million. These are required to be spent on covid impact on homeless people. We are partnering with h. S. H. And they are proposing to continue the grant for the sheltering in place hotels. This is be important to support the grants in the coming years. This also makes an adjustment to the 5. 5 million youll see here on the slide the changes to more better align in the shelter in place needs that were experiencing in the next budget year now that we have a full picture of what fiscal year 20202021 is going to look like. Thats it on item 11. Chair supervisors, were also taking questions or comments or item 11. Which item is this for . Chair the last item about the acceptance of the cares money. First of all, for emily, the remaining 1. 9 million in cuts, how were those allocated . Whose cuts . This is brian. So the overall portfolio of organizations that are receiving funding in some form, its roughly about 200 organizations. Though, with the technical adjustment, we were able to keep about 100 group polled and the cuts were distributed amongst the 100 organizations. So those groups in general, if they were getting a grant of 100,000 or less, their cut would have been about 8. 25 . For those groups of over 100,000, the cut would have been about 16. 5 . So within that portfolio, it was done by grant size, yes. Does this line just disappear or i think well have a function to handle the questions that come into our office. Is there still going to be a its not a department, a unit called mans . Theres a whole department in city hall for that. What happens to all of that . So that will be scaled back significantly. I dont know what will happen with the space, to be honest. The mans of the past few years will be significantly scaled back to just kind of focus on core constituents, no Event Planning and things like that. Chair are there still s. T. E. S assigned to that . No, there is not. Chair okay. Effectively it has been scaled back to being gone. Chair i saw very little activity from them, quite frankly, in my neighborhood. In the upcoming budget, what is your commitment to hope s. F. And how much of your budget goes to that . Brian will be able to address that. We are working to make sure we have a unified narrative. We are thinking about those things more jointly. If someone has a specific answer on the amount, we can look at that. I can speak to the Community Development grant. There will be no cuts to any of our c. D. Grants and the services grants. This is the deputy for housing and i was previously working exclusively on hope s. F. The budget that you see here that benjamin presented does not include the Nongeneral Fund sources, but were still on track to make all the investments we committed to for hope s. F. , including hunters view and infrastructure at hunters view and other locations. The numbers that youre seeing here are not affecting that pipeline. How many f. T. E. s are on the grant . Supervisor, benjamin again. We have 26 filled positions on the Community Development position and one vacancy in the Community Development division. That Community Development division isnt entirely grants. It also includes our data and evaluation team, which supports the entire department and the Digital Equity team. Thats the Community Development division. If any of your grant dollars went to another department, would we notice any increase in funding . Most of that is funded by the Community Development Grant Program. Theyre not generally funded. Were allowed to spend as long as the uses are serving low and moderateincome people, we can use the g. T. E. Dollars to support staffing, even if its general grant dollars. So yes or no . What would save money if grant dollars went to another City Department . We would only save money if we laid off staff. Thank you. Chair supervisor preston has joined us and has a question. Thank you, chair fewer and Committee Members. I just want to follow up on the right to Counsel Program and thank you for outlining that as one of the priorities to minimize cuts. Can you just clarify because its a bit hard for me to tell from the materials. What was the right to counsel funding for less in fiscal 20202021 . Let me pull that up for you, supervis supervisor. The amount for let me just pull this up once more. The total for fiscal year 20192020 was approximately 9. 0 million the total for the Legal Defense now is 9. 3 million after we were able to benefit from the adjustment. We were able to increase from 9. 0 from 9. 3 because in our initial recommendation we had done an internal reallocation and we had shifted some moneys away from the tenant counseling nonlegal fees into the full scope eviction defense fees because we realized the importance of maximizing those fees. With 9. 0 this year and after the technical adjustment is 9. 3 moving forward for f. Y. 20202021. Then for 2022, what is budgeted . For f. Y. 2022 is a different story. We have the benefit of this onetime adjustment for the 3 2. 3. We have not yet dealt with how we want to examine the deficit. If it remains next year, well need to have another conversation about that. These grants are ninemonth grants. We did a threemonth extension plus this ninemonth period. We have not begun to address the potential deficit for 20212022. And the figures you gave, the 9. 0 and the 9. 3 for 20202021, is that exclusively for right to counsel or does that include other outreach education Counseling Services . Those figures are its the budget in all the right to counsel organizations for their fullscope eviction programs. It might have a little bit for outreach, but its only for those groups that have as the majority of their work for that contract their fullscope eviction defense. So, for example, it does not include housing rights committee, which does not have attorneys on staff. Were not going to get into all the details here, but i understand we were funding twothirds of the full scope need when we last checked in under the last years budget. Im wondering if that is sti still obviously the voters voted for fullscope representative. We went from a third to twothirds so were going in the right direction. Does this proposal for the upcoming year target basically keeping that level the same . I believe it was 67 of people facing evictions being represented. Is that the target . Yes, it keeps it roughly the same. The slightly 300,000 increase we were able to manage internally. Our system is also supported overall by a grant, as i understood, to an eviction collaborative through the department of homelessness. I dont know whether that is ongoing, but the 9. 0 and the 9. 3 is reflective of our own departments investment at this time. How would we fully fund the program financially . Sure. Let me see if i can pull that one up for you. I think at our last presentation for your department, we had estimated that at the time of the february report, the additional cost to achieve full implementation we had estimated to be at approximately 4 million. To take care of that additional onethird. Thank you. And of the funds that you referenc referenced, the 9. 0 million from last fiscal year, were any of those unspent or were they all spent . Oh, its all being spent, yeah. We used it all. From your perspective having worked on this program, is it your opinion that the investment and the right to Counsel Program supported and advanced the equity goals of the Mayors Office of housing and Community Development . Oh, yes, yes. Definitely we feel like it is the most effective way of maintaining people who are affected now with the covid crisis, which are predominantly people of colour. I think weve always recognized that keeping people from being evicted, especially from rentcontrolled apartments is the most costeffective way to maintain housing stability for our community. [please stand by] try and tuesday with far less legal va lid tie t validity to. Yeah, i think you are right and its also especially benefit that representation in those kind of cases. Im going to switch gears and a couple other quicker questions and one near and dear and small site acquisition programs and i just wanted to find out how much was a budgeted for small site acquisitions last year and how much is the coming here. Some confirm with rcfo and thats funding thats not through general funds and i have answers from the other allocations. The majority of the small sites funding doesnt come through this budget process and the Housing Trust fund does have a small in last fiscal year we did have a significant portion of funding through small sites and that is not continuing in 2021 and other primary sources for small sites include geo bond and and the 2016 path program is dedicated to small sites and in addition inclusionary housing, and jobs housing linkage fees set aside and over all, last fiscal year, i think weve probably had dedicated around 50 million or so to small sites just off the top of my head. And how much last year and this year, if any from general fund for Technical Support for the non profits that are supporting land trust and other small side acquisitions. Lydia might be able to remember exactly but we did a 3 milliondollar rfp for technical assistance. Yeah, thank you. Lydia, again from. Any proposed cuts to the capacitybuilding funds in the upcoming year or or the next two years. No,. What is the last year budget for midtown Park Apartments and the budget for the year . As far as operating subsidy from the property, were its currently between 800,000 and a Million Dollars a year for operating subsidy for the property and we respond to request and we do have documented several Million Dollars in Emergency Needs that with and 250,000 in the next few months to address some of those more pressing needs. Ok and operating funds that were 800 to a million last year are those proposed to be the same in the upcoming year or are there reduction to ta . There are no reduction to that. Its an offbudget fund source from prior years, Affordable Housing, loan repayments that were able to use to support this property. The funds last through the next two budget years and if we look further out than that, i believe we exhaust the funding after the next two budget years but were good for the next two budget years . Thank you. If there were reductions in revenue for midtown, would those same funds be access to make up the difference or would those come oust general fund . Obviously, part of the reason im asking is the pending legislation dealing with rents at midtown so im trying to understand how that interacts with the budge sote if theres a reduction in the rental revenue where would that be made up from . We dont have enough balance in the Loan Repayment Fund to fund the addictional any additional operating costs at midtown. We would deplete that fund faster and we would need to identify general fund or some other fund source to support operations at the operating approximate the it again. I would love to just foul up separately if you can give me the details on how much is in that Loan Repayment Fund that is being spent down for that purpose, i would greatly appreciate it. Thank you chair fewer and thank you to the thank you for joining us. I wanted to say that i encourage supervisors to directly call these departments to get specific information. I think that we had questions from other departments too and so i know it limits it around this budget conversation but theres some times conversations that bleeds over to so much more. Especially with the Department Like this. Supervisor ronen. Supervisor. I think you are on mute . I apologize. One followup question, on the documents listed on your website it looks like certain organizations in my district da lorus Street Community services and comes would you please is the have not been funded at all as opposeup can you explaintd north correctly . Its a complicated funding scenario supervisor ronen so, for example, in response to the master art fee those are general funds. Theres another document, two documents down, that is the federal funding recommendations so for example, you will find listed and then we have a ninemonth amount that came through the master rfp and we have a ninemonth amount that came through a renewal of some of our discretionary add back and mayor alle mayoral enhancemm last year. Theres a threemonth extension from 1920 contracts. Were trying to compile that on to one street and its reason, for example, eviction offense collaborative also received the bulk of their funds through federal dollars and deloris street received the majority of their funds from hop a dollars thats the one reason you might not see that. The other group you referred to, podare, its a different situation and that group was not included in the original spring recommendations for funding and that did not change through this round. They were never registered in this funding round for general fund moneys . Is that what you are saying . How confusing. Um it is a little confusing. When people applied to us, they applied not requesting federal funding or general funds support when we allocated the federal dollars we have learned that federal cdbg dollars are best administered by larger organizations such as eviction defense collaborative that have the infrastructure to manage their cdbg reporting requirements so thats why many of our federal dollars were focused on those kinds of organizations. So it didnt apply saying we want our general fund, we had to back in and had to figure out after the announcements after the allocations were decided which are the groups that are best situate today manage those funds. Not going to take up much more time here but i think im going to need to sit down with you and walk through this off line. Yes. Thank you. Yes. It just came out today so i think theres a lot of confusion. Its down line by line. So, just one question, i heard you state the fact that they did not fund certain organizations at least with cdbg dollars because of the size of the organization and i just want to make sure that we talk about equity as we talk about how we move forward that Capacity Building and making sure that penalize them year after year after year after year and for being small and you support them and create equity and to play your role as a do you still have 10 vacancies at moac . We do. Good. Any other questions for the Mayors Office . Seeing none. Thank you very much. Thank you, much. Thank you. Lets go on to department excuse me madam chair. Im sorry. Id like to make a motion to move item 11 i had a question, everybody has gone i believe, huh. Im still on. Just a quick question. Can you see the slide deck . This slide, sir . Do we know where and how those are going to be deployed at this point . I had have to der and supportive house to go answer those specific questions this is the first 5. 5 million and my understanding from them im not sure if any of them are on the available right now but my understanding is theyre not significant changes in service thats theyre going to be providing its just a changing. Of the of the color of money. Got that part. Im just wondering if we know where particularly the handwashing stations are going. But i will followup with hsh, thank you. Thank you very much. We have item number 11 which is an appropriate for a grant and 43 million and the round two, of the of housing and urban to move this to the board with a positive recommendation for the meeting of september 15th. Can i have a second please. Madam chair, can we please take Public Comment on item number 11. Public comment and thank you very much. I also wanted to note that and participate in this meeting and we are convened as a special meeting of the board of supervisors. Please let us know if there are callers that are ready for Public Comment as a reminder this is Public Comment on the esg grant and not on the general budget. If you have not already done so, please press star 3 to be added to the queue. For those already on hold, continue to wait until the system indicates you have been unmuted, let us know if there are any callers who wish to comment on item number 11. Just on item 11 only which is expand grant from the United States government. inaudible . My name is debbie and i live at 1535 sutter and a lifelong renter and weve been in our Department Since 199 formally owned by the notorious City Properties and so that alone should inform about the various challenges that ive had to deal with over the years. Generally, i would try to solve issues on my phone but then always ended up needing to turn to tenant organizations for support and information and without this, i always felt alone, isolated and vulnerable, fearful of losing and i turned to csf and i thought i was prepared and i was in shock and hostly if if i didnt have my tt advocate i dont know what would have happened they have outreach preparation and provisions for tenants and concluding those who needed language support. And through the volunteer work i had a lot of interactions that have shown me that so many people are confused and theyre scared, they cant and theyre in need and i just wonder what theyre to do and so personally through my people are desperate and they need assistance and information and advocacy and i think now more than ever. I dont feel its sufficient enough to point someone to a website or ask them to read a few paragraphs of a leaflet. I do think the lack of available outreach and education is powerful and so i do respectfully not to ask to decrease funding. Thank you for your comments. Thank you. Excuse me, for everybody who is waiting in line to speak, were taking Public Comment, only, on item 11. Which is an accept and expend grant from United States department and Housing Urban Development and all of the Public Comment is happening after the department its only for item 11, thats all were hearing at this time. Thank you. Hello caller. Caller hi. I think im now for the wrong item. Do you want to speak on the departments budget . Yes. Then that is at end of the presentations. You may may the speaker stay on the call or how does that work . Madam chair, callers who are calling on other than item 11 can now press star 3 to lower their hand. Thank you. Next speaker, please. Do you want to speak on item number 11 . Are you in need of a interpreter . [voice of interpreter] were only hearing public temperature on a grant. Other Public Comment is after we welcome other Public Comment after all the presentations are done. I know its confusing and our apologies. Are there any other speakers in the queue . That completes the queue. Item number 11 is now closed. Id like to make a motion to move this is a board with a positive recommendation to the meeting of september 15th, can i have a second, bless. Second. Roll call vote, please. Yes. On the motion to forward this item to the september 15 board of supervisors meeting. [ roll call vote ] ok. We will now have the department of Human Resources. And we have Vicky Callahan with us with kate and i had some great comments on mute. Thank you, chair fewer for the opportunity to present to you today. I just for historical purposes this is my 13th and last budget to present to the board of supervisors. I considered an honor to have been able to do so and to be here with you today. I would like to do a highlevel review and im going to stick to the guidance but well be very happy to go into detail and if theres anything we condition answer well get it back to you for any questions that you have. Next slide, please. Thank you. We submitted our budget. Reflecting the reductions in the mayors budget instructions to prioritize our equity work and avoid layoffs and maintain our Core Services to the extent possible. The way that we have done that in fy2021 is with a onetime reduction on our Housing Authority funding and we have not needed to use all of the funds that the board allocated for this and we have able to place and were pleased about. We have enough money leftover for the next round of Housing Authority layoffs to assist those individuals as well, to be placed into hopefully city positions. We also have an increased work order support from the departments to help close, reach our goal in the first year. In budget year two here, you will we are continuing to pursue work hour recovery. And as noted, the level of reduction in our second year of this budget will be difficult to maintain our functions at the level that i think the public and departments desire but we will do our best to do so. Our covid work will continue at some budgeted and i want to note that the 25 of the dhr staff, outside of our Workers Compensation unit have been deployed as Disaster Service workers and largely helping to at the here is a 73 of our budget is Workers Compensation and that is 84 of that is benefits paid to injured workers for an informer and also benefits paid to medical providers to support them. We are looking at 57 million in Workers Compensation benefits paid annually at this point. Next up, slide please. In response to the question about what we have done to serve vulnerable populations, i want to point out a few of the key items, one is our covid19 response. We have never in my history with the city and i think ever deployed so many Disaster Service workers from all across the city and it would be an inter level in helping flatten the curve and reduce illness among our City Residents and our Emergency Volunteer Center has provided healthcare and support for feeding the pain and its been a big support for the city. Weve issued new policies with paid leave, tele commuting and workforce largely are particular our central workers who are in a Public Contact position. The programs to support and employee safety and have been constant communication with our employees through our email system and the dhr alert which shows up on if and and many of the individuals who work there a High Percentage are residents of housing and Authority Properties and through no fault of their own theyre in a position where they did not have an ability to continue with housing authorities employment so we developed a program and with the support of the board and the Mayors Office and we were able to Fund Additional Housing Authority. Next slide, please. As to diversity and equity and inclusion i will say that its a fundamental part of our mission and surrounds every bit of work that we do in 19 and 20 we added a inclusion director to our staff and helping coordinate department and provide them resources in their initiatives to support equity and inclusion in our city workforce and that we all now about and the programs that we are pursuing in order to address them and we have a staff led by our button who has developed a diversity recruitment toolkit. We brought together recruiters from 25 different City Departments to share best practices and were targeting classifications and job families that are less representative than they should be of the people of our residents. And the workforce that is available. We continue with apprenticeship sf which develops and offers apprenticeships targeting those who were not typically in the Building Trades women and people of color and the city employment which is our programs for supporting persons of disabilities into city employment. We have hugely expanded our managing bias course over the last year and trained 1,200 participants and Department Heads and members of boards and commissions and we are in every Police Academy class training on that and we will be standing up within the intention six months and a new city wide pier mediation program. We are presenting to the Civil Service commission the results of our sis systemic review Law Enforcement and hiring and with the Sheriff Office and the Police Department to ensure that all of the hiring and promotion that we do is done with an i to ensuring this summer and we have continued our on going and targeted review of city policies to address the di disparities example areas in which higher percentages of African Americans are subject to discipline and looking at how we can craft interventions, and thats certainly a lot the lines of our next im happy to take president yees questions if you like. President yee. Sure. Of anybody and there are a panel and highering manager and or even an outside individual who has come in into assist us in the hiring so its a it addresses implicit bias and some of the comment problems that we have ensuring our hire asking fair. Next slide, please. Director callahan. Do you have a categories its non Personnel Services in your expenditures. 70 million on non Personnel Services. Can you refer me to im looking at the proposed budget booklet. Just sa summarizing everything. We thought we paid for administrators and we paid for workers comp claims and dispute resolution programs and so that is the sort of thing that would be in there but were happy to give a breakdown further of that. Ok, and in on the sources, your review sources, you have expenditure recovery, can you explain that . The 89 million or 88 million this year . Good afternoon, supervisors, this is kate howard and city director at the department of Human Resources and as you will recall, the dhr budget is supported by a number of Inter Department work orders and so, as micky was mentioning, we make all of the payments on behalf of all other City Departments for Workers Compensation claims and we do in fact recover those costs through a work order model and from departments. So for example, the Health Department would pay dhr and we would pay out those costs on their behalf. We recover through work order recoveries and costs of other types of Central Office responsibilities such as our equal Employment Opportunities programs and it has been paid for by the departments that node toes services as well as our Client Services consulting which provides direct services hr support to Small Departments. So that really is representing the work order recovery from other departments paying for the services that they need of our central agency. So when you within like category, are these work orders that ask them to find stock numbers. If my department is looking for particular staff, to hire, and i were to asked sc and and is to advertisement and Everything Else and some departments have the own hr and there are other department thats dont and and or Human Service and some smaller departments around large enough to have their own hr and we provide direct services to them so we have an arrangement with them that they provide some work objected support to is and we hire staff to provide them hr service and hiring and transactions and and and and how it works. It depends on what the availability on the labor market and our ability to hire staff to do that work. Its not 100 . Having the resources is helpful. Do you want to add to that . Thank you, micky. One thing i would add supervisor yee, and the departments that probably need Additional Support and we try to work with them to get those resources through the budget process. So, we wouldnt slow down hiring, for example, because theyre not giving dhr sufficient resources and however, we do work closely with every department to prioritize their Human Resources support needs so for example there may be some things that take priority. For example, addressing any grievance or matter that has a timeline on it that needs to be handled more quickly. When you say that you have to hire people to do this work, i imagine that the other people, the other departments budget will reflect some work order thats been come over and a matter of routine and so why would you not know that you need people to do that work . I mean well weve had experienced where departments are having they fall behind and they have difficulty hiring and they asked for Additional Support beyond which what he have is planned and example is they have had a great and we made an arrangement with them that they provide the front and we hired some additional hr annalists to be supported and to support them and provide hr services and and. Whats the average time hire for each department and not at this moment and we would ask and we probably decided into and permit service and and process and for example pretty rapidly but if you need a position filled with a requiring and the market and its widely and generally hiring in the city and specific role that that position is being hard to fill and that is done by department zoos it can be faster which i think we have a 60day goal for that one and i can provide it for you. I dont. Situation for all the departments and i had a briefing with im continue wrack and theres jobs and vacancies all the time and some of the work that they need to be doing and investigated things are being done so that is why and for these crucial type of positions and we have to and its and what would it take to help speed up the process for them . Knowing that those vacancies can be consistent. Thank you for the question and what we will do and look our resources and based on priority and if its a city wide priority in the department and rapidly and clinician and implemented but for example, we pivoted and spent a lot of time and Energy Supporting publichealth for their emergency hiring this spring and we certainly dont want to say to someone you are hiring is important and we are scrambling the resources and also exam efficiencies if its a examples and help move more rapidly. Do you want to and president yee we can reach out to s director fewer or director helen and discuss with her with other see supported needed and we have been in a not on going discussion and regarding and for their hr needs and weve been having over several years. Thank you, i mean, again, im just raising those issues and just from one example and you might be into other problems and i want to make sure that to focus and one of these titles today and director fewer, judge fewer and to hybrid fewer. Yeah. Thank you. Thats what im looking forward to. Supervisor mandelman. Thank you, czar fewer. [laughter] following a little bit on this line and i am interested in it and i think a lot of it and we see so many departments that seem just to be dying for lack of the right people in the right positions and one of the things ive heard from some folks is the tyranny of the test and its not easily steeped in Civil Service requirements and it does seem like there are other if were trying to establish a threshold for confidence, you know, often there are licenses that are required and degrees or history is work in a particular area and i mean it seems like there are other things that we might get at with some of these steps and you know, i know that we were able to do some magic around the hiring and it was doctors or nurses around porters too. Is that magic and it can be brought there more widely . Well, thank you for the questions and supervisor, we wish that for a permanent Civil Service hire which i will make a distinction about its career employment and people have rights and they cant just loose it and its what are the majority of City Employees and what we should be targeting and repliers are ranked examination of some type. And if we rely on, for example, what we call an experience in education ratings, but you could theoretically do and just say oh, im adding up your years of experience in education that gives you a chance and she has fewer years of experience in education. If you do that, we encounter because they can do the job at quite that level so were actually trying to screen more people into our exams and they can show themselves that they can do the work as opposed to relying on those fast and easy training experiences ratings. It is true that for exempt positions, such as setting us doctors and lawyers and deputy lawyers and Department Heads. For some of the others, we dont have to do an exam but its a best practice to post and let people at a minimum interview and show what they can do as opposed to just selecting an individual. And that is something that were hearing a lot from our labor partners and advocates for diversity equity and inclusion that the direct appointment to filet positiofill a position unr efforts. We look for a inaudible . If theres a shortage if theres someway to achieve the goals that we can well, i think our hiring Modernization Project will deliver some efficiencies if in our budget and its a new job applicant tracking system it will give and more applicant friendly and more friendly for the use and he i users and hiri. We think able to deliver more examinations remotely where people can take them in the comfort of their homes, for example, and it would allow us to move more rapidly as well. So were looking at a lot were hoping for a lot of efficiencies as we move in that direction. I have a couple questions for you. So as of june 30th it looks like you had 38 vacancies in your department, is that correct. Thats exactly correct and i can tell you that we are we have 11 recruitments that are in process and we have nine that were pending recruitment and we have 10 positions that were holding vacant. We just need the same. We immediate our budget goals. Those pending have not been hired, is that correct . Correct. And how many are those . Nine. Nine. Ok. Thats perfect. I look at your travel budget and actually for fiscal year 20202021, you have over 250,000 travel budget and for 20212022, i see 126,000 and its around the time of covid19 we wouldnt travel according. We actually our staff does not travel and sure. The travel budget is for our Public Safety exam promotional leaders so these are we bring people in from other agencies often, you know, for example, to sit in on a Police Ranking for promotions or Fire Departments and we will get people from out of state and we ask and they will give you two days of ranking and manage to ensure that individuals are not applying information so they have about coworkers in the rankings and we are linking probably for the fiscal year you are not going to be people are not going to be doing a lot of traveling and flying in is no reason at all. Were moving towards and we have some that we have to do and there may be people driving in without a leverage and we are going to in the second year were hoping that we will have achieved a level of ability to do remote scoring of exam and remote interviewing by panels with agreements with other agencies to trade off and et cetera, so that should go down. It does not prevent staff from traveling at all. You also have a really fairly large materials budget over a quarter of a Million Dollars also. About 250,000 and another 175,000 and for the next fiscal year and it seems weve been looking and it looks like a fairly large budget and in fact i have to say its one of the largest supplies and this morning after in the about and 12 budgets. And im sorry that you find it and sure, sure. What were doing is we replaces the end of life servers and were supporting telework and we do have to get a replacement badge printer for the city and were providing materials to our apprentices including books for our press gardeners and we can do the detail and we new training that caused a recover for example, if we use materials and charged Department Work order and for those we will get its 252,000 and should and 180,000 supporting so its well over 400,000 and and that is its in 2020 budget. And so we probably should take a look at that quite frankly and and budget year where we have not a 1. 87 and billion dollar deficit it might be different but actually i think that were looking at these types of things and you never look at with the budget cycle and we are looking at these small things that we thought werent that, you know, theyre pretty inconsequential where its a large budget but were tightening the built and we start looking things and at the trouble budget and the supplies and i know the mayor has also swept a lot of supplied money from other departments and the Police Department. Its about the increase, yeah. Im happy to talk about that and i just does that make sense . Well, our budget increase over the last year and our ability and and its a we are able to badge employees and and and its critically at that and to travel and there are downstream impacts if we do not continue with our promotional programs for police and fire and we want to make sure and we did put off one of our and we put it on and our using all the uptodate and to make sure that we have testing for the right characteristics but who are to engage in abuse of force and inequitable policing we cannot ensure ourselves in that. So, i see supervisor ronen in the queue. You are on mute. My computer is not co cooperating today. I just had a question and if you watched and its pre cove and we held a hearing on dphs hiring practices and it was pretty frustrating and i know that dph has included and it wasnt the under staffing of the Human Resource and it was over the all chaos and steps involved and and the director didnt even and what those spots are and for example a physician and and she watched through with me and it was a ludicrous scenario that i heard and it was completely and utterly dysfunctional and ive heard similar complaints and and i hope this Modernization Project that you speak of will help a lot but theres something deeply, deeply wrong and with the hiring and the county of San Francisco and ive not just heard this from one department ive heard it from multiple departments for managers and departments that are responsible for hiring and who literally say they want to cry because they and give up because its so prus its fog because theyve given up. Yes, absolutely im aware and we are aware. In fact, when we moved into our hiring Modernization Project we had a huge we had focus groups and we talked to people who were hired and people who did not continue in the hiring process and we developed a lot of deliverables in the area of hiring processes and we planned to be using in our fundamental to our new system but we set policy but do not do the hiring. Were running an dhr and the applicant tracking system and and things are unfair for example and right, we have record and vacancies and record temporary employees and yourelong processes to hire people. I mean, it is really been one of the major problems cross departments in the city that has prevented advancement and its a major issue and chair fewer wants to cut me off if i get into well i want today say that i think its deeper than a conversation that we can have now. I actually think we need to talk to Civil Service and the questions about exams and Civil Service and so much is related to a lot of it and i think that the larger and after i held hearings on temporary employees too and why are they why are they temporary for 20 years and then we look at Civil Service so i think the whole hiring if you would like to call for a hearing, im happy to call for a hearing for you because i look right now at publichealth and 1,156 vacancies and this is what i see and theres an issue here and they are not the only department and i would love to cosponsor that with you supervisor. Sure. And i just wanted to mention it and i hear you. I was involved in a deep investigation of our hiring in this city prior to covid and have been stymied since. And now, we are for the next couple weeks, so to focus on the budget but this is something that i want to followup with you and its been disturbing me for quite some time and quite frankly, a major reason why were not making progress of some of the most entrenched difficult issues in our city. I look forward that conversation later and im happy to move on. Thank you very much. See no one else in the cue and. Yes, madam clerk. Can you please call item number 10. The trailing legislation again. Clerk a resolution authorizing the San Francisco Public Library to accept and expand a grant in the amount of 809,000 in gifts services and cash money from the friends of the San Francisco Public Library for direct support for a variety of Public Programs and services in fiscal year 2020 to 2021 and members of the public who wish to provide Public Comment on this item should call 415 6550001. You have raised your hand and wait until the system indicates you have been unmuted and you may begin your comments. Thank you, very much, colleagues, i think ill do because i think its confusing for this and i think were going to take care of this item right away. So, mr. Librarian, do you have any comments about this inaudible . For the friends of the San Francisco Public Library . Its an grant award. Thank you, madam chair. Supervisors, San Francisco Public Library is extremely fortunate to have the generous support of the friends and foundation and Public Library. Next slide, please. If were working on item number 10 first. Item number 10. Ok. This is just im looking at this it looks as though what we are voting on today is just to accept a gift up to 809,000 from the San Francisco Public Library from friends of the San Francisco Public Library to the Public Library is that correct . Yes, madam chair. Can we open this up for Public Comment, please. This is for item number 10 and its gifts from the friends of the San Francisco Public Library. Ok, madam chair, the library does have a presentation for the grant if you want to oh is it very long . Im looking at this. It looks pretty selfexplain tory, do you have any questions or comments it looks like an annual grant amount from the friends of the San Francisco Public Library. I think i would just like to take Public Comment on this and put it up for a vote. Absolutely, madam chair. Operations is checking to see if there are any callers in the queue. Operations please let us know if there are callers that are ready. If you are not already done so press star 3 to be added to the queue. If you wish to comment on one of the departments budgets presented today an opportunity for your Public Comment will be at the end of the meeting when they have concluded and pressing star 3 will remove you for the queue this and for those on hold, continue to wait until the system indicates that you have been unmuted and you may begin your comments. And let us know if there are callers who wish to speak on the library grant. There are currently three callers in the queue and i will unmute the first caller. Caller hello caller. And hi, this is murry and i am the executive director of friends of San Francisco Public Library and i just want to say that we are really delighted to continue to work with michael and his staff and to strategize i will not waste your time. Thank you so much. Thank you. Next speaker, please. Hello caller. Lower the volume of your tv. Caller that completes the queue. Thank you, very much. Coming up to item number 10 is now closed and id like to make a motion to move this with a positive recommendation to the Board Meeting in september 15th. And could i have a second please. Second. Roll call vote, mr. Chair. [ roll call vote ] clerk there are five ayes. Now mr. Librarian, thank you so much for your patience. We have more time now to discuss our libraries. And the floor is yours, i apologize. Are you on mute . Im sorry about the technical difficulties. Thank you, madam chair, thank you supervisors for your support of the accept and expend and i am joined today in my office by marine singleton the library chief operating officer and we appreciate this opportunity to present the libraries fy2122 budget. Next slide, please. Here we go. Im sorry, we have some technical difficulties and i will keep going. In presenting the budget, we are proud that San Francisco Public Library is the highest rated department of City Government and we aspire to be the premiere urban library in the country and service to our residents. The Management Team relies on a set of Strategic Priorities as guide post and building the budget and they are here on display and literacy and learning is paramount for on going investments to ensure access to collections and literacy programs and services. Youth engagement is another top priority to provide enrichment and Workforce Development opportunities for young people and Digital Strategies are crucial for sustaining access to Library Services during this publichealth emergency and other priorities reflect the libraries efforts to partner and leverage resources. For the fy 2122 budget cycle is library has a reduction in the Library Preservation fund of 241 million in fy21 and 12. 1 million in fy22 and the library has postponed non essential Capital Projects and paused non essential positions. It will prioritize and allow for the phased reopening of the like system and while we can and and in the Capital Budget for constructing a new Regional Library for the ocean view neighborhood. 19. 9 million was cut from the china town fran much renovation in fn21 and 19 million was cut from the ocean view project across both fy21 and fy22 combined. Other cost savings are identified by delaying i. T. Refreshment and cutting other budget categories like our travel budgets. And the library will focus our available budget to advance Racial Equity and serve vulnerable communities and were crafting our departmental racial and with the align of the office of Racial Equity framework. Im pleased to report the library has Front Door Service at the main library this week and well add four more neighborhood branches which is Early September and continue bringing libraries back online as staffing capacity permits. Were also proud that partner with the department of children youth and families to activate 15 libraries and neighborhood based Community Learning hubs this fall. With access to circulating Collections Limited will invest more resources into books and literacy materials that we can give away to the community and to see the creation of home libraries and for youth and families. Even with the reductions in our Capital Investments, weve been able to maintain 2. 5 million and both Capital Budgets for the china town and ocean view projects and were excited to be able to moving forward and a major renovation and the Branch Library this fiscal year and increase remote opportunities for our staff. The library almost also be increasing our virtual programming and services and to support jobseekers and Small Businesses and the economy recovers. And in total, the available budget for fy21 is 152. 27 million and 157. 45 million for fy22. This represents a significant decline from the 171. 59 million adopted budget in fy20 and the overwhelming majority of the librarys budget is funded by the Library Preservation fund. Through our work order agreements. With respect to staffing, salaries and fringe account for the largest component of our budget to support public services. With the branches and the main library composing the majority our fte. The library sees no growth in our head count for the current cycle and no layoff and no position elimination. Id like to conclude with this image from our summer stride collateral which has our vision for the Public Library to be the most inclusive, democratic of institutions and libraries for all is our north star. Thank you supervisors that concludes our presentation and were more than happy to answer any questions you may have. Any comments for questions for librarian lambert . I just want to say thank you so much for your leadership during covid19 and really came out and and help keep everyone in San Francisco fed. I dont know if the supervisors know that our San Francisco librarianlibrary. Just a quick question in times of the Community Learning hubs, i understand that there are possibilities that our pd as well as the libraries are stepping up in some ways to provide support for our youth and our schools. Are there any places that you have had to include or take account what that they look like. Thank you for the questions, supervisor walton. While not explicitly called out in our budget the library is planning to selffund all of the operational costs and to support the Community Learning hub. To be clear the 15 libraries that will be activated are going to be managed and operated by Community Based organizations by the children youth and families but the Library Staff will be supporting these sites and helping to open and close them and really serving as gracious hosts for the cbos that are going to be staffing these sites. Thank you. Supervisor ronen. I just couldnt have the opportunity to echo the chair fewer. I just dont even have the words to express my gratitude to you and to the Library Staff. You are Model Department and it doesnt surprise me at all that you are the toprated department in the city and this was pre covid. This was just when we used to get to go to the Library Every week and find a friendly librarian who knew our names and knew our favorite books and where to send them and its an extraordinary operation that you run and post covid, theres no department that stepped up like you did and you know, going so outside of your area of training and to be effective and useful and helpful to the city and what everyone needed. You deserve words and accolades and i just couldnt pass up the opportunity to tell you how much i appreciate you. Thank you, you and all of your staff. Thank you supervisor ronen its really a testament to the Library Staff and this organization. Thank you. Or increasing your budget. [laughter] whoa ho i dont think chair fewer would yell at us [laughter] sorry chair fewer. [laughter] i just want to remind our colleagues that you know, also, librarian lambert, he just got rid of all the library fines. Like, yeah, for 25 years and it was no, when we talk about equity, this is kind of what were talking about. I know its been a long day and im not going to take very much of your time. Im going to get through this pretty quickly. Im going to share now. And im going to share my screen with you guys now so we can move through the presentation. We can see it and we can hear it. Next slide, please. Oi our budget funds assist un meeting our mission and goals. Next slide, please. And our Financial Year 2021 budget equals 90. 6 million and financially year 2122 budget equals 89. 3 million and salary fringes at 54 and services of other departments are 29 of dbi and are two of the largest expenditures. Slide four, please. So, the total d bye budget equals 90. 6 million for fy21 and 89. 3 million for fy2122. We have a total of 269 fulltime employees and our expenditures reductions are in travel training and services of other departments. Expenditure increases include materials and supplies specifically for ppes, Computer Supplies and non Personnel Services for contracts. And no Service Reduction layoffs are elimination or vacant forecast are forecasted. Decrease this is services of the departments including large 49 south van ness move work order. Full time employees have remained steady at 269 operating positions and and in regard to Racial Equity dbi works with Community Based organizations to assist the department in providing Equitable Services by focus on no income, low income and limited and non English Speaking underserved communities. We fund three programs and Code Enforcement outreach, singlerom singleroom occupancy and the sighs micseismic safety program. Thank you, very much, director. So, i understand that you have no general fund money, is that correct . Thats correct. Ok, any comments or questions for director reardon. Seeing none, thank you for joining us today and sharing your budget with us. Thank you so much, chair fewer and thank you supervisors. Thank you. Next up is rec and park. And is Phil Ginsburg here. Sure is. New glasses . Old readers for older eyes. [laughter] ,. Old readers for old guys. Yes. Welcome. Thank you chair fewer and members of the committee its a pleasure to be here and i know youve had a long day. So we will troy t troy to work h this as quickly as we can. Im joined by deric our director of finance and administration and i have tiffany who is moving the slide so lets move the slides. Just a reminder that while i know that our Library System is the best in the nation, your park system is pretty darn good too. We were the first city in the United States where 100 of us live within a 10 minute walk of a park and its the Gold Standard nationally and if you are in a row that our park system is ranked among the best in the country. You know, as you heard and this is a great budget its a tough year and our primary focus and mission can response over the last several of months and will continue over the next year and weve been noting over 660 activated disaster and because as you all know, our parts have been open weve had another 60 people and our Emergency Operations and center and our park facility used as covid testing sites and Food Distribution sites and Emergency Childcare and summer camp sites that well get into a little bit more. And you can see here this is an overlay how weve been using our spaces during covid and as part of the response its an overlay on our equity zone map. Our equity zones are our sense of tracks with the highest concentration of vulnerable population charrer advertise isd its useful and weve had it for a number of years and we collect data on how we are doing it the distribution of the covid distribution of our facility for cove response how it over lays with our cities most under served communities. Next slide, please. Again, our parks have been open. They have played a fundamental role in response. Its been the only place that people, for many, many months, people have been allowed to be other than their homes and they have played a vital role in delivering physical health and santee and joy during this difficult stage in im proud of our staff and our men and women have accepted this mission with grace, enthusiasm and alignment and joy and they make sure so they can be open or working with our various partners to set up pop up food pantries and our testing sites and my team has risen to the cause. A big shout out to our custodial workforce. Over 86,000 hours of cousin todacustodialservice since the n place order took effect and not always very pleasant work. Next slide. Shout out to the park rangers. They have had a difficult job trying to both educate San Francisco to the parks and rules and regulation and policies and procedures during covid19 in the month of may, alone, they have 16,000 documented Community Contacts and theyve been happening out t mask and they should be included in our recognition of our First Responders and front liners and responders during this process. Next slide. And i our biggest and over the weekend in tremendous partnership with maria sue from the department of shelter and youth and family. We stood up Emergency Childcare on the following monday. Literally we got word that schools would be closed on thursday and monday we had childcare up and running in 37 rec centers and clubhouses up to 13 hours every week day involved over 250 staff and 12 weeks and not a single documented covid positive test resulting from our Emergency Childcare efforts or our summer camp efforts and its in the next slide. It has been supervisors are asked departments to break down silos and Work Together in the partnership weve had with the department of children youth and family secondarily our friends at the library and the Health Department has been providing us with heath guidance has been extraordinary and our average census count in these facilities was around 130 and and 260 First Responders and enrolled in this program for over three months and they can come and go as they please with their kids. And this summer we moved on to summer camps and same scenario. Over 1,300 kids enrolled and one things were really proud about and you will see this in a future slide is over 400 of those registrations came from Public Housing and Homeless Youth and foster youth. Next slide. Supervisor walton, you asked about this and marie zoo will be on it and now we pivot again towards Community Learning hubs and we will be contributing Community Learning hubs and these are intended to try to provide sta support for the children that need us most and that need extra help with Distance Learning that need extra attention and care and healthy food and we will be providing youth care workers as well. Equity is in everything we do internally and externally so just a couple of highlights here continuing to be our scholarship efforts both pre covid and during cove times and were now up to about 2500 this year we have a program and the idea there was to bring recreation and mentorship to communities that we have had trouble accessing and its not coming to us so we are now going to Public Housing sites and we are bringing mobile programming to sites and to family shelters and working to get children registered in our programs and its a little bit of an evolution to them coming to us and these are coming to us and us being able to employ them during the summer and almost as i mentioned 40 of our summer camp participants were on scholarship and very, very well staffed and a mix of recreation, job training, healthy eating, seminars, and we are taking that program virtual starting in the fall. Workforce development very big part of what we do between park stop and our work with urban you are very familiar with our apprenticeship and our work program in which this summer we gave 160 children jobs and our program which focuses on our china town and bayview is an Environmental Education and employment programs our Stewardship Program and our work with San Francisco state and all of these are programs that we invest into work with youth and to help them become the next generation of environmental and park leaders. Next is our budget. Obviously this is the role that we live in and we are very reliant on events and earn revenues which have basically grinded to a halt. Since covid and wont be coming back online fast and you can see here that the three primary sources of revenue and the pie chart on the left and its a few needs and and its remained stable but we are predicting that that over the next few years, it will take a hit. And over here you can see the different concentration well over 95 of our investments are in frontline staff. This is a year over year change to our various sort of budget categories which you can see. We do rely on the ability to staff up and staff down with a significant amount of temporary salaries that enables us that works very well and all the people we hire are employees and this was a Labor Management Partnership Program that were all very proud of and its enabled us to be responsible and our delivery of recreation and during bad times you scale up or scale down your temporary salaries and so some of our temporary salary lines have taken a hit and were basically freezing all but our most essential positions and that is the bulk of our savings. You can see here, position budget comparison and the recreation and aquatic line is the temporary salary piece i just referred to, a reduction in our temporary Salary Budget to the good, we did not have to layoff a Civil Service employee and just means our temporary staff will work less because were offering fewer programs and our pools are closed and so the logical extension of covid unfortunately. Next slide. These were some of the areas in revenue that really took a hit. Special events many of chair fewer youve been so helpful in making sure that the city had a good deal for outside lands and it creates a lot of Economic Activity not just direct investment in our department but it was an important event for the city obviously that didnt happen this year and weve had a number of events like that much smaller and that bring in revenue to the city that pay for our staff and allow us to invest in our workforce programs and that we just dont have. You see here another painful one, supervisor ronen, cam as i only have to petri dish on its best day but obviously not appropriate for the Small Businesses have struggled in our park system. You see here adult sports and you see why we are struggling a little bit. I want to try your attention on the large number of capital grants and impact fees so we include Capital Investments in our revenue lines but please remember that capital revenues from cappal are vellu very lump. We dont know when grants are due and they come with multiyear grants that come through at a big year and this year is 37 million and impact fees includes impact money for rec center that will match a successful bond investment to allow us to renovate the facility in the south of market area and includes money for port smith square. Next slide. We always bring a set of budget principles to our commission. We obviously modified our this year and in response to covid and make sure equity was at the tip of everything we did. You can see them here obviously our budget choices that we made were and intention was to adapt and guidance weve been getting and make sure it goes from there and preserving programs and services that support equitable park access and rec youth and for vulnerable and remains the core of our mission. Next slide. So this is it. This is how we do it. We have our salary freezing highering and reducing our temporary Salary Budget line and reducing overtime and under operations and weve reduced our materials and supplies budget and i know thats been an issue and our personal Services Contract budget and you are correct chair fewer, not much travel in the coming months or years and we did take the 3 million hit from prop b and applied it to our general Fund Capital Program is funded and so we have what basically amounts to about a 18 or 19 reduction in our annual general fund Capital Investments and we reviewed our program buckets and identified where we had existing balance and about what projects were the pipeline and made difficult decisions to hopefully this year only reduce our general fund Capital Investments and we have been conservative and we do have reserves and we have been able to rely on our open faith fund balance and contingency reserve to soften the blow a little bit. Thats it. Thank you. Thank you. You are welcome. How many reserves to you have . How many different reserve accounts . Thats a good question. This is a good one for our director of administration. This is deric chiu. How are you, yes. How many reserves accounts do you have, deric . Our main reserve is really a fund balance is our open space fund balance and we have a couple of smaller reserves that either the board or the Controllers Office have placed on some of our capital funds. But because of the capital funds, they would not be able to support a general fund and create a general fund savings. How much is in your open space reserve fund. With the reduction savings you see on this list, i believe its 15 million. You have that left in your reserve . Thats correct. Im also looking at a vacancy list as a june 30th of this year and it looks like we had 175 vacancies. So every year we carry anna trying savings that we need to keep her vacant positions to meet that number and of the 175 vacant positions and and and our estimation our essential and. You are in the process hiring and they have not been hired yet, is that correct . Thats correct. The positions include park rangers, several arborist technicians and several in the parks division. Deric, let me jump in there on that one. Our hiring is very fluid, chair fewer, in part because of our Workforce Development programs so every year we have two cycles of apprentice classes and as they graduate, were hiring and doing gardner exams. You will see vacancy and we have different classes in hiring cycles and i think its worth noting that its 140ftes but the way we get to that amount of attrition savings we do incorporate, as you were discussing earlier, with nikki and the department of Human Resources, hiring people does take time and hiring people effectively takes time and so that the time from when someone separates or retires or leaves our organization, until the time a new person comes on that interim, that space counts as our attrition savings and what that does is i think it does allow us to get more men and women and more boots on the ground. Ok. So, out of the 175, you have to keep 140. Is that what im hearing . You have to keep those vacant positions . Yes. You have 35 that you are hiring. Ok, im just going to say, 140 . 140 vacant positions that you have to keep in your budget is really a lot of positions. Full time equivalent and these are your temporary workers and these are actually. They are not vacant all year around. We have the sum total of the value of our attrition equal 140ftes but we have more people in those positions. And its just again, the space between when someone comes and goes counts as savings, thats our target and its what we have to meet and frankly, you would much rather and wait for our economy recover and our revenue come online and fill those positions and lower our attrition target and then eliminate those permanent Civil Service positions. We dont want to do that. Were not terribly well staffed given the portfolio of resources we have and the level of service and program need that the public expects. We are essentially scaling down a little bit to survive this crisis. We dont want to just get rid of positions and i have to come back for permanent positions in park rangers or custodians or gardeners as the economy improves and then you are faced with very policy choices as you always are. Our preference here and its a philosophy and Different Department dozen this different ways but its a philosophy to take advantage of the long periolongperiod it takes. Were not complaining about that. We tuesday to our advantage e to meet the moment. Ok. I see you traditionally have a fairly high mature supply budget but a lot of it is plants and goods and i see this as staff budget and this coming years is pretty flat staying at about, well, well its a little bit of a reduction too but its about 5. 5 million i guess and its your materials and supplies budget. Do you anticipate that because supplies the general fund part of it and its about 5. 4 million and during covid times the supplies and materials . Supervisor, every penny of it. We did take a cut of about 300,000 and to our materials and supplies and our Non Personal Services contract but please remember, our park system is open, thank god. And this is health and safety for the staff and recreation for the children we serve and clearing supplies. We have a corporate yard in our Department Many of its the nails and screws that allow us to fix things that break and these are critical and these are not just sort of Paper Products for birthday parties and the likes. This is a bread and butter that allows our staff to do their jobs and as i mentioned, not only did we have over 660 people activated as i Disaster Service workers, i have 900 something permanent and 2,000 bodies and well over a thousand people were deemed essential Service Workers and and its super important when you look at that number. That number is low. Ok. I just thought its budget time here. We did make a cut. It was part of our balance budgeting and we didnt impact direct services and we nip and tuck everywhere we feel good and that was a good place. And we hope that the bond passes this november. Were really promoting it hard, you know, and so i think that that actually will help with the Capital Projects too that have been longawaited, i know, for our residents. So, any other questions or comments . Yes, president yee. Im getting different numbers. I have this and its where i got the numbers from. And i have this booklet where i cant find travel, i cant find you know the open positions and the numbers. Are you looking at something else, chair fewer . Yes, so theres through the controller we asked no, the dla we asked them as of june 30th, to give us just a number of vacancies and every department and it was a really big spread sheet and. I just got them today and actually it was in a very, very convoluted spread sheet and i had an intern where it all to a listing. Because it was all by classifications and all by individual positions and so, this is the notes im going off of. Im happy to share that with you. This was as of june 30th. It was a hard spread sheet to read. Its ok. I thought i was looking all day for these numbers and im happy to share that with you and i actually think that it was june 30th. I dont know how accurate it was because i know that there has been some shifting with the mayors budget so that is why i was hesitant to publicize it so thats why im asking every department, these numbers are correct, and absolutely like Public Health and we said theres 12,100 vacancies and its not true so were taking the word for the department and thats why i asked is that number right, the 175 that certainly seems to be right and the Mayors Office i said 10 they said that was right and i mean, Human Resources said that was right so some of it is pretty accurate and some is not. I have a question for mr. Ginsburg. Thank you, very much, mr. President. So, the numbers are flashed are different from what i see on this mayors budget book. So theres a couple categories and i just didnt understand them. One of them is change charges for services. And so there was a reduction of 10 million the first year and then it goes back up another five million, i believe. Is the assumption there the economy will get better and thats why. I dont have the mayors budget book in front of me. Maybe deric does. We are, our budget does assume and something obviously well have to track closely, obviously this budget was developed at a point in time in a world that changes daily. We were assume tag our revenues would start to recover in the year two. So you will see thats what it is. So you will see in the 2122 budget, we lower our budget so you will see what appears to be position Growth Without actually adding any new positions and we are our hope is were protecting the core during a bad economic time and when we can grow out of it, we will return to a normal level of service. And that is our philosophy in this budget. So the other revenues were you will gain 29 million from other revenues, you are in, i guess year to yearend. And the 1920 is 5,800,000 and it jumps up to 2021 for this category of revenue to 34 almost 35 million and so what is this revenue . I would love to have that revenue . So, deric, i wonder whether that budget line includes your capital grants and feeds as well which in some ways this information is presented that way and i am not looking at it so im having trouble understanding it all i can tell you is that our revenues are down 10 Million Dollars in this budget year and wore hoping that they will start to recover in year two. So, to be truthful, again, not truthful but just looking at this book and what it shows is that general fund support this shows not a drop of increase and so in that line, deric, maybe you can weigh in you look at the budget work here. In that line, theres a blend of operating revenues and grants and impact fees. As i noted on the capital side, the revenue stuff is lumpy. We dont know when were going to get a grantor it will come due. Supervisor walton, we were given a large grant that might show up in a budget one year but is intended to be for three years of work and that creates a little bit of, in our world, a little bit of confusion when we present our revenues, do you have anything more on that . Supervisor, the negative 5 million change and the 10. 7 million for charges for services and that are is the two big revenue decreases that phil had talked about with the revenue reductions, the big 29 million increase that you are seeing there is for our Capital Projects that we had mentioned. That explains that. When you net them out you see a bottom line growth of 12 million but then that 12 million is all because of the 34 million of capital grants and impact fees that were added to our budget. If you took that away you would see a negative 16 million there and probably its the biggest Budget Reduction that this department has had to make even including the 2010 years. Can you explain one more thing for the Generals Fund support is the increase when were asking the departmentses to decrease it by 10 . It should have gone up 3 million from the start because of our prop b allocation but because of the trigger being pulled, because of the size of the def stit deficit we startedf negative 3 million from the very start. This million five, i believe, is just the funding required based on the other increases that needed to cut and be plugged into our budget even though it shows an increase, all of our decreases met. We met our Budget Reduction target by cutting all of us, about 16 million worth of expenditures and because were prop b dedicated baseline department, we have to cut actual low more