Transcripts For SFGTV BOS Budget And Appropriations Committee 20240712

Thank you for broadcasting. The due to the covid19, the Committee Room is closed. However, members will be participating in the meeting remotely. The interpreter, please. Im sorry, i didnt get the whole thing. Im going to find somebody that can assist, because its long. Its pretty long. So i think maybe one of our interpreters has the script and will do a more accurate job. Due to coincident house emergency and to protect boar. S. Due to coincident Health Emergency and to protect Board Members, the board of supervisors, the chamber and Committee Room are closed. However, members will be participating remotely. This is pursuant to the local, state and federal orders, declaration and directives. Committee members will attend through Video Conference and participating in the meeting to the same extent as if they are physically present. Public comment is available on each item on this agenda. [ ] i apologize, chair fewer, it sounds like we got disconnected. Can you go ahead and hang up and ill make arrangements with the spanish interpreter later. Yes, yes, of course. Sorry for the inconvenience and is there anything else i can assist you with . No, not at the moment, thank you. Thank you. I apologize, chair fewer. No worries. Happens all the time. Madam clerk, i think we were in the middle of our cantaneese interpretation . No, issue was call fo i was e interscript. Theentire script. Since we were interrupted, can you read this again and then we can be uninterrupted while we have the cantonese interpretation. Thank you. Due to the Health Emergency and to protect Board Members and city and public, the legislative chamber and Committee Room are closed. Members will be participating in the meeting remotely and this is taken pursuant to the local, state and federal orders declaration. This will be through Video Conference and participate in the meeting to the same extent as if theyre physically present. Public comment is available on each item, both channel 26 and sfgt. Org are streaming across the screen and each member will be allowed to speak. You can call 415 6550001 and again 41 415 6550001 and meetg i. D. 146 1698090. Press pound twice. When connected, you will hear the meetings discussions and you will be muted and in listening mode only. When the item of interest comes up, dial star three to be added. Best practises are to call from a quiet location, speak clearly and slowly and turn down our television or radio. Alternatively, you may submit Public Comment by email to myself, the budget and finance committee clerk. If you submit public email, it will be forwarded to the supervisors and included as a part of the official file. Finally, spanish and cantonesree are available. speaking cantonese . Can you provide us with a script . Sure, im just pulling up the script, sorry. speaking spanish gracias. Denada. Madam clerk, can you please call items one and two together, please. Item number one, appropriating ordinance all estimate receipts and expenditure for the school years ending june 30, 2021 and 22 and item number two in the annual budget and appropriation ordinance for fiscal years june 30, 2021 and june 30, 2022 or establishing these positions. Members who wish to provide Public Comment call 415 6550101 and i. D. 14616980 and press pound twice. Please dial star three to be added to speak. Thank you very much and good morning. Welcome to day two of this weeks budget hearings. Yesterday we heard from 17 departments and today and tomorrow, we will be hearing from 13 departments per day. I want to acknowledge that Public Comment is already trick and i confuse fo confusing for w virtual system. I want to let you know how were structuring the day. The main items were hearing are the annual appropriation ordinance and the annual salary ordinance. Together, these items make up the budget and when we are hearing departmental presentations, its under the umbrella of these two items and this is why Public Comment is heard all together on the budget rather than on individual departments. The other items you see on the agenda during these days are pieces of trailing legislation that is associated with a particular departments budget and thats why its called concurrently as we hear the departments budget. Im hoping to move most of the departments to the front of the agenda to avoid further confusion. I see reminders about what today will look like and the budget and the Appropriations Committee is hearing first round departmental presentations today and tomorrow and these presentations do not yet include reports for the budget and legislative analysts but will allow departments to share an overview of their work. Each day will begin at 10 00 a. M. And the committees will recess at 12 30 or 1 00 for a 30minute lunch. Im asking departments to be concise in their presentations. We have 13 departments to get through and were hearing the service system, public utilitys commission, treasurer and tax collector, economic and Workforce Development, planning, children and familys commission, children, union and families, department of Public Health, department of hopelessness and Supportive Housing and Human Services agency, Municipal Transportation Agency and the airport, the port and as much as possible, we will be hearing the departments in the order listed, but i wanted to recognise that we need to accommodate scheduling conflict and call departments out of order. Thanks to all in advance for your flexibility. Next well well be at the second round of the departmental hearing where the legislative analyst will be prepared to present recommendations and cost reductions within each department and Board Members will have the opportunity to make changes to the mayors proposed budget. Theyre in the process of hiring new hires to their department and we were under, i think, impression, understanding that there wont be new new hires and there was a hiring freeze. Can you please explain. Happy to, thank you. All position aprofessionals now come through the Mayors Office and it was not a hard hiring freeze and we are approving critical positions, particularly to respond to the Health Emergency welcome as well as other critical backfills in city departments to ensure that critical core City Operations can continue and im working with the Controllers Office to generate a report of what those positions that have been improved are and im happy to provide that to the committee when it is available. So, actually, when the departments say we where in the process of hiring nine people, are we in the process of hiring ten people, does that mean that those positions have been approved . It depends, but yes. And so what could have happened is it could have been a position approved since the beginning of the hiring freeze or it could be a position that has been approved before the hiring freeze and the department had Authority Approval to fill it is sometimes it takes a long time and so, it depends based on the position. And then my next question is, does that mean that those positions, if someone says were hiring nine people and theyre in the process right now, that those positions are actually budgeted . Even though they havent been hired but theyre budgeted that departments budget . Yes, a department should not be hiring positions that they do not have budget for and taking into consideration the reductions we took in their budget to account for other vacancies in their budget. And so we will not know i mean as this board deliberates over budgets, will we know, then, which positions have been approved or not approved . And will this list continually grow throughout these budget discussions . So, yes, im hopeful to have that list available. The report from the Controllers Office available to you soon. All positions come through our office. That normally would not be the case but with this pause, they are all coming to us. We are approving positions that are critical to the Covid Response and other critical backfills and it is possible that, yes, the list will grow beyond a Snapshot Report date as our office sayses and decides that these are critical backfills to ensure city business continues. If theres a discrepancy about what might be critical, is that an area where there could be discussion or a reconsideration of actually hiring those positions . I dont know the answer to that. I dont know where the authority fits in approving of the positions. So i would be happy to circle back and understand whats possible. I see Ben Rosenfield has popped on to the scream and screen, ane can weigh in. Mr. Rosenfield because they have not yet hired but pending and so there is an opportunity, actually, to delay those hires into a time where, actually, we are not in this budget deficit. We have the understanding as a committee that we are not growing the budget and we are in a 1. 7 billion deficit and this is what our instructions have been. So could you please clarify . Sure. indiscernible . Good morning, members and city controls. Just to clarify on these questions, to the extent that a position was included in the annual salary where the departments have authority to fill them, thats one of the two items here in front of you, along with these annual appropriation ordinance at committee. To the extent the committee eliminates a position in the annual salary ordinance, the departments would no longer have the not authority to fill that position. Thats good to know, except going into these budget deliberations, what weve been hearing is that these positions are pending, not yet hired and so, actually, its not considered sort of a layoff, but its actually just postponing, perhaps, the filling of those positions. Thank you very much and i would love that clarification and i appreciate it. Thank you, mr. Rosenfield and thank you to the budget director. With that, lets get started. And so the first item on our agenda is the Health Service system and today we have with us abbey yang with lawrence lou and pamela yan. Miss yan, you have the floor. Good morning, supervisor fewer and members of the committee and thank you very much for adjusting the schedule so i could go first because i have a health board this afternoon. I will share my screen for the slide. Have they come up . Yes, we can see them, thank you. Perfect. Love it when technology works. Yes, im with the Health Service system and, we will jump right in, because we do want to be respectful of your time. The Health Service system, as you know, a dedicated to improving sustainable Quality Health benefits and enhancing the wellbeing of our employees, retirees, families, including black, indigenous and peoples of color. We wanted to point that out at the beginning, we have adopted a Strategic Plan two years ago and the principle of inclusion in the work that we do. And we have account abilities to four employers, the city of San Francisco of unified School District, the courts and city college. We cover over 124,000 lives, and number oandbecause families havd over the last five years by 11 . We have a 12. 1 million operating budget which supports the annual cost, only about 1. 2 of our annual benefit cost. And so we do see that were very efficient. And in looking at the strategy this year for our budget, there are many lenses that we use to examine the expenditures that we have. We to have a Strategic Plan with principles and core values of inclusivity and do take a zerobased budgeting process and look at all expenditures and recalculate for the coming year and we have staff that needs to maintain required certification so we meet those obligations and we also maintain High Service Levels with our existing staffing. This has been with many departments a huge challenge in moving to a virtual environment and closing to direct Contact Services with our members. There will be addressing the Mental Health needs of our workforce and prioritiz prioritg Racial Equity in our policies and practises and are happy to discuss any of the activities and i will highlight this as we go through the presentation. We look at the attrition rates to account for the vacancies that we have and we do have eight vacancies currently and are recruiting in four of those operational positions. That gives us a total attrition of four ftes and so, we are being respectful of those hiring freezes and well continue to monitor our expenses carefully and i will say that my experience in working with the Mayors Office on getting authorization for these hires is a very rigorous process and were cautious and purposeful about the positions that we do fill. We have converted to many online activities to promote wellbeing and thats important during these trying times. We have a workforce that has shifted to work environments or frontline essential workers and we are concerned that they maintain physical and mental healtmentalwellbeing. To that end, we do see a reduction. And i want to be clear, when we stood up on expanded services for eap for Public Safety and for the city workforce as a whole to have eap Services Available 24 seven, we did have very intense discussions with the Mayors Office so that we would retain those services into the next fiscal year. We want to be able to maintain those without negatively impacting the department as a whole because it was an expansion of services to support our workforce during these times and i felt like if we didnt have that commitment upfront when we set up these services, i was very leery of putting something out there and running out of funds to pay for poin th. This is the biggest shift that we saw in our budget was the increase for the nonpersonnel services and the Employee Assistance program that we stood up to support our workforce. And just lastly, i would like a few comments about the work that were doing in the area of equity. We have normalized conversation about race and operational behaviours and this is a part of our effort to shift the decisionmaking and take a close look at how our staff composition impacts the decisions in our department. Evacuee leveraged the office of Racial Equity as a resource and partnering in developing the Racial Equity plan. Were developing work inhouse and we are involved in ongoing and efforts to address atrisk members in many ways. We looked at when i started there a couple of years ago, we do have an allpayers database where we collect information from all of our health plans and that database at the time did not capture race. We have made some of those changes and it is a big both a policy and technical issue in being sure that we have accurate race information for all of our members and so we have identify offed that as a part of our work going forward. And we continue to collaborate with our provider groups and the Health Delivery systems with the Population Health disparities and align our systems for systemic change. And so we do continue to support, as i mentioned seller l times, the response for healthcare workers and i think thats where i can pause and take any questions that you might have. Thank you very much. Supervisors, any comments or questions . Seeing none, i have a question for you, so you said that you had eight vay an vacancies and e looking to fill four of those vacancies. Is that correct . Yes, maam. So those hires are pending and you havent actually hired them. Is that correct . That is correct. Theyre in the recruitment process. Ok, thats great. And then i also wanted to ask, are you looking, actually, at your supplies and materials budget, which is actually, youve gotten a huge increase on your supplies budget and it is almost 50,000, 50,000 for the first fiscal year 2021 and almost another 50,000 for 21, 22 and how many employees do you have in your department again . Theres about 50, 51 employees. In compareso comparison, thia fairly large supply and materials budget and i didnt know if there was a specific reason for that and whether or not youve seen an increase in these. Or pens and pencils . I dont think its pens and pencils. We do have a significant regulatory requirement to do mailings to direct mail to our members upon confirming their Health Plan Selection and a variety of other things. We produce all of the open enrollment materials and so, yes, we use very few pens and pencils phase days. Were in the computer world. And we are buying digital computers. We are a virtual workforce at this point in time and i think we now have we may have a few computers were about to order because we have to have some on reserve for Member Services should they stand up. So theyre pretty legitimate, supplies for an office of our intensity that we have to produce. Thank you very much. And president yee, i see your hand is up. Just a quick question. I noticed for the general fund contributions, that it went up, i think 55 million. Can you explain that . General source fund is about a third of your budget going up from 319 million last fiscal year to 374 million this fiscal year which increases supply by 55 million. So can you explain what the 55 million is for . I think hes referring to the mayors budget book and i see our controller ready to speak. Do you have something to add . To the president through the chair, i believe, president yee, you were looking at a different department. The Health Services, i believe if youre looking at the mayors budget book, youre looking at page 20. You dont have to explain all that money you got then. [ laughter ] thank you. Thank you. , mr. Controller. But president yee, please save that for the other department. Any more questions . Thank you for joining us today and thank you for sharing with us about your department. Youre welcome. Next we have up the puc. We do have some legislation. So, madam clerk, can you please call items five11. Yes, madam chair. Item number five, ordinance appropriating a total of 260 million revenue and low carbon fuel standard cap and trade revenue and power and water revenue. The Capital Improvement programs for 2020 to 2021 at 93. 4 million and fiscal year 2021 to 2022, 165 million and 142. 9 million are power bonds and 108 million are water bonds by project on controllers reserves. Item number six, appropriating 4. 3 million for revenues, Capital Improvement programs for 2020 to 2021 at 1. 8 million and fiscal year 2021 and 2022 at two. 4 million. Item number seven, ordinance appropriatating 579 millions of proceeds from Revenue Bonds or grant funds indiscernible . Improvement program for 2020 to 2021 at 170. 1 million and fiscal year 2021 to 2022 at 408. 3 million, deappropriating and reappropriating 391. 4 million an audi audio breaking indiscernibe appropriatating 3. 5 million, water, Capital Project funding to Water Fund Balance in fiscal year 2020 to 2021 and reappropriating the Capital Project of 14. 4 in fiscal year 2020 to 2021 and 238. 5 millions of Revenue Bonds and state loan funds or state grant funds of proceeds by project on controller reserve. Item number nine, the issuance and sales of past expense or power Revenue Bonds and other forms, puc, Principal Amount not to exceed 14 146. 9 and benefitig the enterprise. Item number ten, authorizing the waste water Revenue Bonds and other forms of the puc in an aggregate principal not to exceed 349 million and various capital waste benefits for the waste water enterprise. Number 11, the issue and sales of water Revenue Bonds and other forms. indiscernible . Thank you very much. Colleagues, ive been asked to continue items five11 until the meeting of friday, august 21st e bat, i would like to call for Public Comment, please, on items five11. Yes, madam chair, operation is checking to see if there are any callers in the queue. If youre not commenting on the puc item, press star three to lower your hands and wait for public cen comment to be called. Are there any callers to be ready . These are the puc items. Operator there are seven callers in the queue and ill unmute the first caller. We are only taking Public Comment on the Public Utility Commission items and those are items five11 and this is not for the departmental budget. This is only on items five11 and these are the puc items. There will be an opportunity to speak on departmental budgets at the end of our hearings. Thank you. Speaker good morning. Im april young and im representing paravoices San Francisco and im an essential worker. I was on a waiting list since my daughter was born four years ago. Caller, ill going to interrupt you. We are not taking Public Comment for that now. But please join us after all of the departmental hearings and you will give an opportunity to give Public Comments. This is only puc items five11. If youre not commenting on the puc items, please press star three to lower your hand. Next speaker, please. Operator that completes the queue. Thank you. We look forward to hearing from you after we hear about the departmental budget. So Public Comment is closed on items five1111 and i would like to make a motion to continue five11 of august 21 and could i have a second, please . Madam chair, just for clarification, these items will be continued to the budget and Appropriation Committee meeting of august 21st. Thank you very much. Yes. Is there a second . Second. Thank you. On the motion, supervisor walton . A earthquakeaye. role call . You have five ayes. Now we will hear from the Public Utilities commission. reading names . Puc, the floor is yours. Thank you. Chair fewer, supervisors, this is eric sandler, the cfo of the San Francisco puc and as you know, we offer water, power and Sewer Service to residents in San Francisco but also customers in san m matteo. Next slide. So after five Public Meetings in january and february, the Commission Adopted its operating and Capital Budget on february 11, 2020, a month before the sip order and like the rest of the city, we engaged in a budget rebalancing effort not only for the recently completed fiscal year 20, but also for the upcoming budget thatted a been approved by the commission. So we first had to look at what was going on with our revenues and then rebalance our budget around it. While were an Enterprise Department depending on revenues from sales of water and power Sewer Services, the shelterinplace order had a Significant Impact on commercial demand and a slight increase on residential demand, ultimately netnet, we saw a reduction in revenues during the shelterinplace order on all enterprises and sew w so we neeo address that, as well as to allow us to manage uncertainty in the future. And so, for the last fiscal year, we came up with 40 million in cuts which completely off set of revenue reductions and in fiscal years 21 and 22, we project a revenue shortfall of what we were estimating in february of 136 million and we offset it with 92 million in direct budget cuts, as well as estimated wage deferral saving assumption as well as our reserves. But importantly, we use the clear criteria in going about these cuts. We wanted to maintain our Core Functions which are so critical to health and safety, during the pandemic. We wanted to look at how the Public Health guidance would inform our operations and ensure that our employees could operate in a safe and appropriate way and our Construction Projects could also proceed appropriately and then we continued to focus on the commissions goals for the agency of the utility of the future now, resiliency and people and all of these goals have a slightly different lense now when were thinking about the pandemic. The reductions we ultimately came up with had no Service Levels impacts to customers and no layoffs and no cuts to programs related to equity, include and diversity. They were in the years of costs of the purchasing power, materials and supplies and nonpersonal services. This slide details our operating budget changes, fiscal year 20 to 21 and 22. Plus, youll see some of the first things youll notice is that about 40 of our budget relates to capital users and thats debt Service Related to bonds that weve issued to Capital Projects, as well as revenues that are used to directly fund Capital Projects and i think the second important thing in the slide is that with the growth and complete enrollment in our clean power program, approximately 16 of our budget relates to cost of purchase power. Youll notice there are modest changes year over year in our operating budget. When you look at this by enterprise, its about 40 water, 30 waste water and 30 power. Next slide. So this slide presents the operating budget changes in terms of positions in fpes and notice its potentially flat over the twoyear period and no layoffs in this twoyear budget and we have added critical positions that have been offset by significant increases to attrition savings, as well as to account for the slower pace of hiring that we expect given that as was discussed earlier when the shelterinplace order hit and we engauged f in a hiring pause, significant hiring pause so this slide summarizes our agencys Capital Program and it summarizes it by enterprise and so waste water, water and then power and then in terms of appropriations to date, which you see in grey and then amounts that are continue are containd in thetinyear capital plan in orange. What you see in brackets, the bracket is a part of the orange, represents the amount that is included in the twoyear supplemental budget appropriation that are contained in the trailing legislation that chair fewer discussed earlier. In addition to the key to the ongoing resiliency, our Capital Program served as an engine of recovery in the larger bay area and every dollar we spent creates fixed jobs and we have 76 active Construction Projects as of june 30, 2020. We anticipate in the Capital Program, an additional on 110 of the next few years. Next slide. Everything we do at the puc is for the people and the Public Sector and the utility sector facing huge recruitment and we are engaging at the national, regional and local level to address these issues. The equity, include and affordability, we are a leader. indiscernible . Last month, the commission reason forced this commitment to the values by passing its own Racial Justice revolution to not owonly our existing program and the creation of new initiatives. Ill focus on the internal equity work and external effort. We were developing a Racial Equity survey and put together the Racial Equity plan. Weve included new positions in this budget to assist to advance Racial Equity. Our efforts are to promote Equity Inclusion and ill focus on the largest Capital Program Improvement Program and give you some of the Key Highlights here. Weve employed 807 local residents with these residents, about 19 million in wages and benefits, just under 30 reside in district ten. Pair indiscernible . A final point i wanted to make on how were responding to the moment, the pandemic has proven 2008in devastating to our community and highlights the disparity to our city is we believe our services are a human right and we have really focused on trying to mitigate the impact to our customers of the Financial Impact of the pandemic. We were one of the first to announce the moratorium on water and power shutoff, we seized collection activities and we became the first to offer a Small Business and nonprofit where commercial customers can receive a discount on sewer bills and we expanded the existing residential customer Assistance Program and we overhauled the application process to get rid of red tape. We partnered with emergency eot and excelsior and sunnydale. And so thats the end of my formal presentation actually, next slide. Chair fewer, you referred to the trailing leg recognition an lege four supplemental legislations to our Capital Program for the waste water, enterprise, water and power and clean power. Excuse me. Chose me. Excuse me. Could you please give us this on august 21st. We are not going to remember this because we are going through 50 departments in the meantime. When we vote on that, if you will do that presentation, that would be great. Any questions or comments for the public utilitys commission . You use little funds, if any and so my question, i think, now is we have heard about the equity work that you are doing, the Racial Equity e ternly an exteri would like to ask how youre addressing. We know the plans are not due by the end of the year, but if your commission is actually involved in this internal look at how we can be more racially equitable within your organization. I would like to ask my colleague, julia to respond to that. Im the assistant general manager at the San Francisco puc and so the question around the role of the commission, so rcfo mentioned in his presentation, the commission several weeks ago adopted a Racial Justice resolution that really was their articulation in writing of the commitment around making sure that the puc plays a central role in addressing institutional and systemic racism and the resolution laid out several areas of focus and the internally focused piece was really both around culture change within the organization and within the resolution addressing and acknowledging the fact that the majority of our workforce at the sfpuc is not reflective of the communities we serve and we have a white male, kind of older demographic in our utility and its reflective as utilities around the country with that same demographic and they are directed to both start tracking and measuring and providing them data, which we did at that same commission meeting, looking at the demographics across the board of our staff in management positions and leadership positions in frontline workers on the ground so they can get a sense of what it looks like as far as well in those roles, pay equity and all of those pieces. They had in the resolution a lot of language around hiring, recruitment, retention and resources go into those efforts so were doing a better job of expanding the net and looking and partnering with the department of Human Resources with labor, with the Civil Service commission, specifically, around looking at classifications and trying to strip out where we can barriers and things that just stand in the way of people having access to the type of good jobs and green jobs we have at the puc. There was a lot of work around that and things that would be familiar to all around training, et cetera, around the diversity, equity and inclusion. As you can imagine, with our service area going to the peninsula, we have a lot of different types of people and so, folks that are kind of newer to the conversation than others and so, theres a big push about putting resources and coming back to the commission with a resource request around the cultural competency training to be fully able to implement this. Ok, thank you. I think thats kind of what were looking for because you dont use a lot of general fund money, the fact that you are hiring a lot of people and so we want to make sure that internally, that there is a lense on Racial Equity. Any questions . Yes, supervisor ronen . I want to acknowledge that supervisor fewer has rightfully been asking this question to every department and that was the most comprehensive answer and response that ive heard yet and i want to thank you for taking this issue seriously and not only and having a plan that is concrete to remedy the problem. And i just want to recognise what a thorough and impressive effort that the puc hassen has d in to accomplish this goal that we all have of departments reflecting the community. I had to recognise that, but having recognised that and thank you for that. My question is, given the new world under which we all live, i just wanted to make sure that the puc is still engaged and committed to buying the infrastructure pg e to transmit energy to all people in San Francisco so we can be a truly independent, municipal utility. The puc is continuing to work on that project and i think we can have a meeting with the board of supervisors and there are existing appropriations to continue the work and we continue to make progress on critical elements of the work. If i can add, supervisor, as you all know, the pg e has just come out of bankruptcy and so that approach weve been working with you to acquire their assets and put the offer on the table in the context of bankruptcy, that particular path, as theyre coming out of bankruptcy, but as youll see and that weve consistently talked about, that we have a strong commitment and continue to build out our operational capacity to both be ready in case that window opens again, which it very well could. Were going into fire season and a lot of things are known as with the bankruptcy opportunity previously and that our strategy of acquiring and building our own assets within San Francisco so that we can gain independence from the pg e grid is reflected in our Capital Budget and reflected in how the power is trying to do its own assessment to get stronger, to be able to meet the moment. And so youll see projects, whether its in the east part of San Francisco, where we Start Construction to build out our own infrastructure, that isnt acquiring but building our own. Thats right. So great. And i would love to have another briefing of the board of supervisors after the budget is over. So ill make that happen president. We have our treasurer cisnero. You have the floor, welcome. The Treasurers Office is responsible for collecting billions of dollars in taxes and fees and managing the investment portfolio in order to keep all taxpayer funds safe. Our department has several accomplishments this year include the successful implementation of the early care and education commercial rents tax, the hopelessness grocery seat talessnessgross receipts e a new website and new instructional videos and focus on taxpayer experience. And we released groundbreaking reports on the Student Loan Debt crisis, on criminal justice, fines and fee and on Child Support debt. Next slide. Once covid19 hit, our prior investments in business process automation enabled our office to go to telework. We issued citywide policy to ensure that all city departments meet the highest Security Standards for online transactions. As you can see, three quarters covers collecting revenue and managing city funds and nearly ten covers financial justice and Financial Empowerment programs. Next slide. Here we compare our budget from fiscal year 1920 to fiscal years 20, 21 and 21, 22. The number of staffing positions budgeted is modestly declining each year exthe proposed 23 and a half Million Dollars general fund support for fiscal is 1. 2 million years in 2021. And the general fund support for fiscal 21 to 2022 is 1. 4 million more than the prior year primarily fe due to licensg costs. To meet the requested reductions, we deleted 11 vacant positions and shifted staff to functions and we reduced the professional Services Budget and reduced our services from other departments. Next slide. Were submitting a budget that i think is appropriate and will enable us to continue to do our core work well. Cuts to adversely impact our ability to bring in revenue, which as you saw previously is our largest budget allocation. Our departments budget hasnt grown in many years and our head count and general Fund Allocation has decreased since 2016, 17 while weve been managing for money is collecting more revenue. As we approach the reductions, we focused on the challenges ahead in the coming years. Preserving Revenue Generating activities while maintaining commitment to a firstclass work environment. And completing the property tax project which just went live in july of this year. And preparing to provide quick implementation of the voter initiated tax measures on this years valid and tax deferral due to the covid19 pandemic. Extending contact payments citywide while reducing costs and risks and improving banking practises. These efforts are more critical than ever and will augment general fund support. Evacuee performed outreach to residents to distribute information about covid19 relief. We provided financial coaching to almost 600 lowincome clients. We issued a report to alleviate fines, freeze and collections during covid19 in partnership with the library, we eliminated Overdue Library fines and outstanding debts and we partnered with givetosf to did deliver with prepaid cards. Next slide. We have been focused on Racial Equity and addressing disparities to an overhaul of our recruitment, hiring and compensation practises and we look forward into vetting this into every aspect of our practises. Im happy to take any questions and im joined by our chief treasurer. Colleagues, any questions or comments . Are there any hires that are pending . Ill let mr. Shaw address that, but im sure we have vacancies and we have a lot of work that were looking forward to as we continue to manage the citys funds and collect the citys revenue, but with that ill hand it over. Thank you, welcome. indiscernible . We have one retiree and thats in the king college. We have a hire process that started by shelterin place for quite some time and thats for our tax auditor. The vacancies we have are high. We have a high attrition number and is 4 million to 5 million. And so its really balancing the attrition number that we just budgeted. Pair indiscernible . There was an echo. So you have a lot of vacancies in your department and hires pending that were approved before the shelterinplace. The kindergarten and college indiscernible . So those people have not been hired yet and those are pending but theyre included in your budget . Thats correct. Thank you very much. You know, i see that you have a travel budget and nobody is really traveling now for the fiscal year and so i am wondering why you still have its not much, about 32,000, but it is still a travel budget for the fiscal year and so, it just seems are you planning to do traveling . indiscernible . Thank you very much. Any other questions for our treasurer. Seeing none, thank you so much for being here today. please stand by . Of course, the moment that were in right now has only accelerated the level in which we need to meet the acute needs of our communities here in San Francisco, from your Small Businesses to your employers to your employees and workers who are suffering during this time. We have prepared this presentation to come with you with cuts that were much smaller, but of course, that is different today. But the Community Meeting sessions that weve conducted with you, chair fewer, and with you, supervisor walton, at the district libraries, we were able to hear very closely and very clearly from Community Members about what is important to them, and that has grounded our work in this period of covid and also as we look to the future. The consistently highlighting of the nieed to invest in communities of color as well as underserved our neighborhoods, and activating our spaces that create pathways to good paying careers for some of our most vulnerable residents here in San Francisco. Next slide, please. As you can see here, weve been hitting the ground running since we last saw you in person in the chambers in terms of the relief funds that weve been able to put together both with hard cash thats been complemented by the resources that we repurposed to support Small Businesses during this time. You can see here , in terms of the value, well be able to serve about 1600 Small Businesses with driving further into existing funds that we have. Thats grants, that is mini grants in our communities. And then, of course, focusing on our workers, 17. 48 million, supporting over 30,000 workers that weve provided there. [inaudible] over 6600 participants, and then website hits that weve not seen before in the visitors that are coming to our sites when it comes to staffing, you can see there that 25 employees have been active in the citywide response, 50 of our staff, with over 27,000 emergency hours logged. That includes everything from actually being stationed at the c. C. C. , the covid command center, to supporting the Economic Recovery Task force, and also assuring that people have the guidance that they need to reopen during this time. Thats been extremely important for us. So with that in mind, we look to the budget overview. Were in a bit of a different position right now because of the increase that you see in 2021 over this year, 1920. Thats a direct reflection of the increase of 21 million, the redirection of emergency city funds, and the additional increase is made up for in a 1. 5 million to support opportunities for all, to support our youth in their most vulnerable communities, like some of the ones that weve housed within oewd, as well. This is, of course, after the cuts that we reflect in our communities, and that is reflected in our next slide. We wanted to stabilize our populations, we wanted to minimize impacts to communities of color, we wanted to protect our Core Services and protect the capacity of our c. B. O. Workers. We wanted to adjust to this new environment of covid19, and we wanted to preserve investments that we felt we needed to achieve equitable and strong economic recoveries across the city. Next slide, please. So despite the cuts that we did have to make and despite the uses that you do see in our budget, i do believe that were grounded in Racial Equity. Youve seen it personally in terms of how we shifted, the processes in realtime of how we delivered resources in neighborhoods. Youve seen it in your presence, in your communities, in our neighborhoods. Investments centered in the black lives, the importance of listening to community to make sure that these row sources are led and guided by them because the community does know best. Building resiliency in our historically disinvested communities, supporting our vulnerable communities, empowering our entrepreneurs and creating job positions, and of course advancing Economic Justice and inclusion. This is grounded in very real projects, a project that youve seen take hold in places like the mission, in terms of having an equitable place and location that was only possible because of a community partnership. Youve seen it done in cultural work that weve done, like the castro, to further the economic and cultural communities like the bayview. Youve seen it in terms of the repurposes of some of our programs to support stewards in a partnership with the tenderloin and downtown streets. Youve seen it in communities right now, focusing on areas that go beyond strict Economic Development because we believe that Community Development is important during this time because of the relationships that weve built. Everything that weve seen right now and what inspires me is the we of this moment. The we built in terms of Community Members coming together, the we in terms of artists, Small Businesses, and others reaching out, asking for partnership to advocate at every single level possible for the resources that they need. And you heard director davis mention a book that has guided me very, very strongly by James Baldwin called another country. And it speaks to, and it drives us in terms of this reality that when people, our most vulnerable communities, look up into shining balls, where they hope to see themselves reflected, they never do. Thats just not applicable to our youth [inaudible] with mayor breed and our communities, and im happy to take questions. Chair fewer thank you very much. I have a couple of questions for director torres. So you didnt show a slide on your f. T. E. S. How many f. T. E. S do you have in your department . We have 104 f. T. E. S. Were going to cut costs by holding some of those positions vacant and redistribution of workload during this time. Chair fewer you have 15 vacancies, dont you . We do. Half of them are not general Fund Supported. Chair fewer do you have any positions pending to be hired, not yet hired but in the pending process . America, do you have the specifics on that one . I think we had eight in process right now, but two no a request to fill, and then two no hires in terms of the timeline of when that was presented to you. Chair fewer sure. So any of those that are in the proce process, are any of those general Fund Supported . Out of the eight in process, live me give me a moment, let me check. Chair fewer, five out of the eight are. Chair fewer general fund . Okay. Thank you. And then, i have to ask, you have a fairly high materials and supply budget. And it isnt some of it is, you know, general funds, but a lot of it is selfsupporting, too. What do you use that for . I mean, i said pencils and paper, but then, pencils and pens anymore, we dont use pencils and pens anymore. Why is that so high, just out of curiosity. You want to speak to that . Sure. That includes General Office supplies. That also includes computers and equipment, so thats inclusive of that particular line. I think with respect to the 78k that you see in the increase this year, that is primarily a result of a 78 increase 78,000 increase in our Rapid Response grant. That is a federal grant that is primarily used to assist businesses and workers that have gone through layoffs. Chair fewer okay. Thank you very much. Any other comments or questions for director torres . Yes, i see president yee and also supervisor ronen. President yee . President yee i think supervisor ronen was first. Chair fewer im so sorry. Supervisor ronen no, go ahead, president yee. President yee thank you. So in your category piece, two items seem to have slip. The two are the City Grant Program and services of other you know services no, program attic programatic projects. The first category was decreased by 60 million and then the second was increased by 22 million. Can you explain what happened . Are these related at all . If im understanding the question correctly, president yee, youre just looking to see in terms of year over year. In terms of the 16 million decrease that you see there, thats primarily due to onetime allocations that we received in the prior year thats primarily compromised of a combination of mayoral as well as board of supervisors addbacks. And then, the 22 million increase, those are program late in the mayor phase, so those two programs were actually loaded as a programatic process, so maybe i would defer to them, but i wouldnt assume the thoughts behind that. President yee thank you. Can we get ashley from the Mayors Office to see if she has an explanation. President yee, im sorry, can you repeat the question . President yee well, maybe its president yee, if i may, now that i i think ive caught up. In terms of the decreases that youre seeing that are represented primarily by onetime allocations, some of the salary frames reductions on one end, and then also the 22. 5 million increase that youre seeing for programatic increases. President yee okay. That was the question. Okay. Why was that . President yee why was it loaded up . For the reserves . Yeah. So thank you. So the increase in that program line, i will confirm, but my understanding is that is the 21 million of redirected funding that was put toward oewd as part of the 120 million reinvestment . So its placed there in oewds budget based on initial feedback that we receive from communities that should go toward economic empowerment, improved economic outcomes. So how that money will be spent will be determined by a communityled process, to be determined by the h. R. C. President yee and its not to be put on reserve, its to be extended. Yeah. If you look in the back of the a. A. O. , which is the yellow book you might have with you, the detailed items that are listed on reserve are listed there. I believe this is also placed on mayors reserve and the h. R. C. As we go through this specific process pending the formulation of a specific spending plan. So we dont have authorization to spend the money until a spending plan is approved. Yeah, it looks large. Chair fewer yeah, i saw it, too. Go ahead. And then, in addition to that, president yee, in my conversations with director davis, i know some of the additional meeting are taking place. I know, chair fewer, you were wondering how quickly were going to move on this. Maybe it was the last tuesday or the tuesday before i cant tell time right now when that initial report was introduced, and director rothenberger mentioned in terms of Economic Justice, Workforce Development goals that support the community in this way, well be seeing how much more granular the Community Becomes in further conversations that will direct where these buckets are being guided through community conversation. President yee thank you. Chair fewer thank you, president yee. Supervisor ronen . Commissioner renn supervisor ronen thank you. I just have two questions, but i just want to thank you and say i appreciate not only the work of you but the work of everyone in your department. Youve really stepped up in an extraordinary way. Two quick questions. How much staff time would you say or how else do you invest in bids in San Francisco . Like, the department . I very much appreciate the question. Im going to give this gentleman a shout out. Chris corgis. Hes in the excelsior, and im in the outer, outer, outer mission. There were a full portfolio of groups to service the benefits district. Right now, there is supportive staff for that role. That role is essential if we want to maintain compliance around the program. We had a lovely, lovely staff member, helen mar, who used to be on the team, and she is now with the Human Services agency, so those two Staff Members are support that go full portfolio, everything from the are you newals that youve seen at fishermans wharf, and that is pretty much a fulltime job. Some of that position, in terms of mr. Corgis, he also supports the neighborhood teams, as well. Supervisor ronen the other question i had is it looks like legacy business programs is being cut from 1. 5 million to about 1 million, is that correct . Yes. That reflects the expiration of the onetime funding of. 5 million from the board. Supervisor ronen and all of that has been used . Yes, thats correct. Supervisor ronen and would you have used it all if you have it . I think every business out there is in need of it. I think the need right now is holistic. As weve as weve framed our Grant Programs and loan programs, primarily weve focused our attention on those businesses not able to hope up initially on the june 29 list before the state placed us on the watch list, and those neighborhoods that we continue to support through this budget, which are the mission, bayview, lower fillmore, Western Addition, arichmond, and the tenderloin. I know that they have been advocating to maintain that funding within the Legacy Community right now. Supervisor ronen we need to offer some new Grant Programs through our legacy business. And then sorry, you brought up invest in neighborhoods or, you know, the corridors that youre focused on. Thats called invest in those are the opportunity neighborhoods. Supervisor ronen opportunity neighborhoods. How much staff do you have overseeing that program . I want to say its 19 staff, but that also includes the Small Business Development Center staff that are providing Small Business technical services, in addition to the staff that we have on that team, and correct me if i am wrong, merrick, some of the additional staff yeah, i think that is the right number, and that number also includes a number stations in the office of Small Business just in terms of the nature of services delivered. Another case in point that i want to point out is that the Staff Members that we spoke of that invest in our neighborhoods portfolio, two of them have been assigned pretty much fulltime to the c. C. C. , that covid command center, with the expectation that we may have another hybrid joining in another neighborhood shortly to involve the community and take a holistic approach in these neighborhoods. You think about testing issues, the connection to Small Businesses and businesses so that we can think about those relationships and portfolios holistically. Its been very valuable in neighborhoods like the tenderloin and in the bayview, as well. Supervisor ronen thank you. Chair fewer thank you very much. Not seeing anyone else in the queue. I also just want to say thank you very much, director torres, for coming out to my neighborhood and giving my neighborhood some love and coming out to my neighborhood department. Instead of relying on my neighborhood department, it is appreciated and noted amongst my constituents also and my Small Business community, the effort that your department has put in to actually reach out to our neighborhood sometimes on the west side that departments do forget about. Thank you very much, and thank you, merrick, for joining us today. Now, we will move onto city planning if there are no further questions. So, city planning, mr. Hillis, youre here with debra flanders. Director hillis its good to see that work expanding and growing. Its good work. So good morning, supervisors. Thank you for giving us the opportunity to talk to you about the Planning Departments budget. Before i begin, i just want to thank the Mayors Office and the Controllers Office for their support in developing our budget during this challenging time. Next slide, please. This morning, well give you an overview of the department and our budget that will give you a purview and a discussion on the initiatives that were undertaking to center our planning work on racial and social equity. Overall, our budget, were proposing to eliminate just one vacant position. Were not proposing any new positions, were not proposing any Service Reductions or reductions to any communitybased organizations or any layoffs. We are shifting some resources within the division to prioritize housing in our racial and social equity work. Next slide, please. So this slide shows our Building Permits and planning application volumes. I think its important because our budget is funded significantly from fees from those activities. As you see in this table, we saw double digit growth year over year in permit applications from 2010 to 2015. F. Y. 19 and 20 was on track to be at the same level as the prior year until midmarch, when the sheltering in place began due to the pandemic. As a result, we saw very low volumes of activity in the second half of march and april of this year. Weve seen some rebound as we, the department of building inspection, has reopened, although our activity is lower than in prior years. Next slide, please. So debra, can you perfect, thank you go to revenues . So one of the challenges that weve had in formulating our budget for this year and next is estimating our permitting fees and revenue. Its been difficult to predict the impact of the pandemic on our revenues and downturns. Given these uncertainties we face on how and when the economy will rebound, we are not proposing to make significant changes to the revenues in the f. Y. 2021 or 2122 budget, we are keeping in line with the 1920 budget, although we recognize this may change. This allows us some flexibility in dealing with the budgets that come in. Were able to adjust expenditures by maintaining a balanced budget by not filling positions. These grants that you see here are primarily from onetime sources, so they tend to fluctuate from year to year. The state l. E. A. P. Grant is about 1. 5 million to help fund our grant planning work in our underserved neighborhoods, and weve been working with you, president yee, and supervisor fewer, on that. This slide is a bit misleading since this is due mostly to an increase in rent at 45 south vanness, which is about 1. 75 million a year, so if you factor that in, were actually increasing our general fund support significantly. Next slide, please. On the expenditure side, you can imagine personnel costs makeup the lions share of our budget. In f. Y. 1920, personnel costs were about 60 of our budget. They are about that going forward, about 65 of our budget, with excess in fringe benefits. So f. T. E. S, the department f. T. E. S are actually decreasing by 4. 28 in 2021. This is primarily due to adjustments of attrition and temporary salary accounts. Overall, were proposing to delete one position that resulted from a retirement. Youll see here budgetarily we have five positions. Next slide. You see we operate with eight divisions, and our budget, our executive programs, and Commission Affairs to our administrative division. Weve also created a Community Equity division to elevate our equity work in the department, which ill talk about more in the next slide. So two months ago, our Planning Commission passed a resolution to center our work around racial and social equity. Through the resolution, we recognize the impact historically that zoning and land use decisions have had in perpetuating classism in race and social inequity. In the next two slides, we show some of our work that we have to center our work in racial and social equity. Weve created a racial and Equity Division in the department to elevate and enhance the work that were doing and ensure that its integrated across the department. Given limitations, we couldnt add positions for this, but we could relegate expenditure authority, expenditure of grants or Contract Authority to the Equity Division, and the division will have three main functions. One, developing our racial and social equity resolution, which has three phases. The Implementation Phase is focusing on our staffing internally. Phase two is focused on our external work, which is currently in development, and well be reaching out to the community to develop phase two. Second, well expand our Community Planning work, including our cultural district programs. Were looking to expand work to other San Francisco neighborhoods and in essence redefine who we serve and how we engage with the community, working on these efforts and planning efforts. We recognize that we have to be equitable in how this city grows in our work with underserved communities and communities of color. [inaudible] director hillis such as our Housing Element and contributing to our ongoing Recovery Efforts. Next slide, please, debra. Thank you. Our Housing Element, as you know, work began earlier this summer. We are leading with racial and social equity and the challenges that we all face on Housing Affordability and housing stabilization, which is very different than the focus of the last Housing Element that we did in 2014. Weve been engaged already in many of our city Recovery Efforts with the focus on equity, including in housing recovery and stabilization and working with our Small Businesses and neighborhood commercial corridors, including working with sfmta and d. P. W. On our shared Spaces Program and ensuring that neighborhoods throughout the city, especially underresourced neighborhoods can take advantage of that program. So i appreciate your time in our ongoing Work Together in your districts and citywide, and i look forward to continuing expanding our work with a focus on equity even in this challenging year. Chair fewer thank you very much. Colleagues, any comments or questions for mr. Hillis . I have a question for you, mr. Hillis. I see that you have in your department, you actually have 24 vacancies, but you have no pending hires, is that correct . Director hillis we actually have 29 vacancies, i believe, is the most accurate number, and weve got although tom and debra can correct me we have three active hires. [inaudible] chair fewer okay. And those are general Fund Supported . Director hillis i believe so. Debra, can you confirm . Two is the general fund, and wen is the speci one is the special revenue. Chair fewer and then, im noticing that your materials and supplies are really high, and im wondering what you use your funding for. Director hillis it increas increased during our move to 45 south vanness. The increase is primarily related to our move to 49 south vanness. Chair fewer well, the budget is about 803,000 for this next fiscal year and 600,000 for the following year. Director hillis correct. It increases, i think, 300,000. Debra, do you want to give additional detail, and certainly, we can come back and provide you with some of that detail next week . Sure, we can definitely come back with more detail. We do have our computer Refresh Program in there, and now that were telecommuting, we are looking at laptops, and as director hillis mentioned, things like cameras and mics so we can all have these virtual me meetings. And when people do need to be in the office, we have limited numbers of cameras. We thought we should leave a good portion of the anticipated expenses in, even though its shifted a little bit from what we thought they would be six months ago to what they would be now. Chair fewer okay. And then director hillis, i just have to ask, is that part of the racial imbalance and equity imbalance happening in San Francisco has a lot to do with how San Francisco has planned and about accessibility to housing and actually housing opportunities. And so when we look at planning and we look at our Housing Element, and we look at the imbalance of the building for low, lowincome folks, and we see the average African American family makes 31,000 a year, and this is a tendency to build for middleincome, and we look at the people left behind, i think when i look at your planning for racial and social equity, i think supervisor walton may want to chime in, because he also has a resolution around African Americans and housing, when we look at those and we look at those disparities, im just wondering how youre going to balance this. We have created a huge inequity that is actually institutionalized in San Francisco geographically, and also, that we have created communities that are actually out of touch or out of accessibility to our African American community. How do we plan to reverse this if we plan to reverse any of the adverse effects at all, and how do you plan to do this through your equity work in planning . Director hillis thank you, supervisor, for the question. And i think you you hit it on the head. We havent been building equitably in the city, and i appreciate the work that weve been doing with you and supervisor mar and supervisor yee to remedy that because i think we often talk about supply but dont get into the nuances of what type of supply or what type of housing were building. Vancouver has a lot of discussion in their planning and housing work where they talk about the right supply of housing, and i think weve got to look at all housing isnt created equal, and weve got to look at the type of housing we want to build and who were building for, and thats just not talking about building Affordable Housing and market rate housing, but looking at what types of market rate housing we may be building and where were building it. So i think thats critical, the type of housing that tended to be kwief tind of the workforc our housing supply. We tend to build the same type of housing in the same type of general areas in this city, and weve got to take a closer look at that in our Housing Element and the work that were doing with you and others on the west side is critical to doing that. And then, you know, questions about funding and funding for our commitment to Affordable Housing, i think is a big issue. This came up recently when we talked about our Housing Inventory and our Housing Affordability strategies, that were not generating the funding we need to generate to fund the amount of housing that we need. And thats standing up against our rhna goals and goals for Affordable Housing. Our work at planning and our Community Planning work does not necessarily have to result in code changes that generate additional housing. It could be more focused on Community Planning and similar to map 2020, elements that arent just about changing the planning code, but are about Housing Affordability, stabilization, looking at Small Businesses, how we retain and encourage growth in commercial corridors and Small Businesses. And so thats what part of our our Community Equity team will do, is into neighborhoods where were definitely, but were not necessarily resulting in code changes, but building a Community Plan that will result in better neighborhoods, stabilizing neighborhoods and trying to make neighborhoods more affordable. Chair fewer but actually, when we look at and im sorry to push back on this, but i think planning has a responsibility, when were building these communities, to actually take into account who were leaving behind. It is not enough to build Affordable Housing without building a life for people who are living in Affordable Housing. So with mission rock as an example, i feel like how can you build in that whole area such extensive housing, and some were Affordable Housing, but yet not have the amenities that lowincome families depend on, such as Public Schools and lowincome child care facilities. These are the things that we actually look to planning to actually have an equity lens around. Ive said this many times, but i think you were on the Planning Commission yourself. When we look at who we are building for in San Francisco, and i know that the push has been to build, build, build, but in that quest to build, build, build, we have left behind a significant population of san franciscans, and those are African American san franciscans. When i ask who are we leaving behind, i hear, we need to build for the demand of middle class, and those making 150,000 a year or more, but who we leave behind are very vulnerable and dont have any options for other housing in San Francisco. I think thats key that i have to mention it while were discussing your budget because i think also your budget should reflect, then, a change in the way that planning has been looking at how we build communities in San Francisco. I dont want to harp on it. I know that that is not a question, that is just a statement, and so my next question to you is, what are you looking at internally and is your Planning Department looking at racial and equity plans to implement this december . Director hillis yes. Weve been looking at adopting and implementing our phase one of our rochelle and social equity plan and initiating and adopting our phase two or racial and social equity plan and initiating and adopting our phase two plan. We took a long look around racial and social equity and how we work, and how we work in communities. Weve taken a step back in our phase two work to really take more of a bold action in phase two and then go out and Start Talking to Community Members about that and then come back to our commission. So our commission has been and will continue to be heavily involved in that community. Chair fewer i will just say that we look to you as director to look into that and make it real for all these families and the people of color and all of those people of color that have been pushed out of san francisc francisc francisco. Madam clerk, something seems to be wrong with my queue. Supervisors, if you want to speak, please raise your hand, and im happy to have not recognized you. Supervisor walton . Supervisor walton thank you, chair fewer. Just a specific question, director hillis, what plans do you have for reversing the trends in African American communities and communities of color. To give you examples, weve had discussions around reshaping the eastern neighborhood plans, and increasing percentage of affordable beyond what the city requires and, more recently, working with m. T. A. To make sure that there are seats for the potrero yard, including language that states at least 50 affordable and up to 100 affordable. What is planning doing to specifically make sure that thats part of the policy and trends in a way where we can preserve populations and make it better for families to still be here . Director hillis so i think, you know, all those things are things were also i mean, were working honestly with you and others on. Like i said before, we cant just go and work in a neighbor where were anticipating additional housing or where the focus is on additional housing or additional development. The map 2020 plan and program i think is a great example and one we want to expand and duplicate in other neighborhoods because we believe these plans have to be Community Led and community driven, so, you know, wed like to work with you, and we have been already in expanding that work, into district 10, into the bayview and hunters point, into the Western Addition, not with the focus of how do we build more housing in those neighborhoods, but how do we preserve and protect the populations in the Western Addition and bayview neighborhoods and fillmore . And some of the solutions we come up with communities in the werch addition may be different than the solutions and programs that we come up with in the excelsior. Again, i believe these need to be driven by the communities that were working in. Supervisor walton thank you, director hillis. And i think one of the key things is, one, its driven by the needs of the community and the individual neighborhoods, but make sure that were having a conversation about these in neighborhoods across the city and not just in certain ones. That piece is important as were moving forward, as well. Director hillis agreed. Chair fewer okay. Any other comments or questions for director hillis . Okay. Seeing no further questions clerk im sorry, madam chair. Supervisor mandelman is in the chat. [inaudible] supervisor mandelman and im wondering where we are with that. Director hillis that money is there. We are staffing up our work, so those are our vacant positions that we need to fill to do that work, and that was going to be work done direct lie by our staff. We are working on one of those positions, and were working on defining that work and which neighborhoods we prioritize. Were late in getting that done, but that is funded in our budget. Supervisor mandelman so what happens to the work from 201920 . Director hillis debra, correct me if i am wrong, but its continued in our budget. What was unspent still remains for us to access and tap into. There definitely were delays from sheltering in place and covid19 on the field survey portion of the work . Obviously, we were all in place, and so having people out in the field got put on hold. The context statements are ongoing, and [inaudible] in order to really get the field piece back. Supervisor mandelman as i recall, that 500,000 over two years got a portion of the ways, but not the whole ways of getting the work done, and there was sort of an estimated time on that. Maybe you can update our office in the next week or so what the time frame looks like now. Absolutely. Supervisor mandelman thank you. Chair fewer thanks. Colleagues, anymore questions or comments, raise your oh, president yee. Yeah, thank you very much, director. President yee raise my hand chair fewer im sorry. Something is wrong with my chat. President yee i feel like im in kindergarten again, whoa, whoa, whoa i just want to ask, with the Planning Commission, what was last in the tuesday vote, the balboa reservoir, what ive been working on forever, for the last four or five years, in trying to get into the planning code, definition of Family Housing, definition of family with children housing. And i note i feel like that having that definition as we move forward, it just goes right into the discussion, the earlier discussion with chair fewer and supervisor walton in terms of, you know, how do you how do you take into consideration, you know, when youre looking at the type of housing youre building and whos it for . As we all know, many of the new developments in the last few years have been targeting, especially market rate, even places that dont have amenities for children, basically. If we work to take this element very seriously and any major development, that can actually help push us in a direction where we can start to assist families, in which people of color have a lot of families that get pushed out because theres nag there for the theres nothing in there for them. I want to thank the Planning Department for putting that in there because its in there, and i want us to take that into consideration when we Start Talking about things, that we have a tool that can force this issue. Thank you. Chair fewer thank you. President yee no question, just a statement. Chair fewer yes, thank you very much. Any other comments or questions for director hillis director hillis im sorry. I think supervisor ronen had a question. Chair fewer im sorry. Supervisor ronen . Supervisor ronen i did not. Chair fewer director hillis, thank you very much for your participation today, and thank you to your whole department for serving our city. Thank you very much. We appreciate it very much. Next, we have children and families commission, theresa and sarah. Thank you very much. Hello. Thank you for joining us. Hello. Chair fewer hi. Good afternoon, supervisors. Thank you for your time and attention and your service. My name is theresa sigueira. I just want to open by saying, as i typically do, that the science is clear on the first five years. This is the most critical time. 90 of Brain Development occurs in the first five years of a childs life. This means that this is the time of the greatest opportunity for impacting a childs social, emotional, and physical health and wellbeing. You can move the slide forward, tracey. Thank you. So each year of a childs life is precious, but now especially, we must wrap comprehensive supports ever more tightly around our youngest children and their families. Children may not be the face of this global pandemic, but it has most significantly and certainly impacted and jeopardizing their wellbeing, and we fell our services are more necessary and needed than ever. We are partnering with communitybased programs to make sure that families are able to building promising futures. Were supporting early educators to provide rich, high quality learning experiences for all children. As well as actively identifying [inaudible] patterns of inequity. So while some of our motion deni denied modalities have shifted at this time, our programs, quite literally are a trusted support for our children, families, and caregivers. As a Nongeneral Fund department, our parameters were very specific. We want today make su we wanted to make every effort to keep grant funded organizations whole, and to ensure continuity of these Critical Services to children and families. Our plan, and as we did, we wanted to continue to drawdown our reserve on schedule per our sustainability plan because the community right now needs our near Term Investments in addition to our longterm fiscal responsibility, and we also wanted to keep Racial Equity front and center. So we were successful in this budget. Our budget is approximately 31 million, that 94 of that budget is going direct to community services, programs, and supports for our youngest children and their families. Overall, we have realized a slightly budgetary reduction. These reductions were concentrated in the administrative general operations areas and in the areas of evaluations systems change, which are indirect supports so that we could keep our programatic supports whole and, in fact, have a little bit of an increase. Talk about that on the next slide, please . So our total budget decreased by approximately 138,000, as i said, slight. All of those were in the areas of administrative costs, so we identified several areas administratively where we could make those decreases. In the areas of direct services and programs, we did see a slight decrease. We did actually feel that these decreases did not are not going to substantially impact the quality supports that first 5 is providing to our early care and education community. The decreased were mainly in the area of conducting assessments, and this is something that, in partnership with the office of early care and education, we can pull more inhouse internal programs through embedded quality standards. The the shift of funds from administrative operations and systems of change were shifted to provide our direct grants to c. B. O. S. And so what we were able to see was an increase of funding or family strengthening in Early Education and intervention initiatives. And this allowed us to respond to racial inequities that we responded to in earlier year that we felt were critical at this time. We did not add any f. T. E. S to our budget, and with that, i am happy to take any questions or comments. Chair fewer thank you. Colleagues, please raise your hand if you have any questions or comments. I have a comment oh, president yee, go ahead. President yee no, go ahead and finish your thought. Chair fewer no, i just wanted to say that we so appreciate the work of first 5. That when we were talking about interventions and people are calling to defund police, the way we can do this actually is that we invest in our youngest, our youngest, our youngest residents of San Francisco. Since our first 5 is based on the cigarette tax bring, and weve been doing a good job, that a lot of people are not buying cigarettes anymore, our funding is decreasing, were even more dependent on the services of first 5. There are all of these services in San Francisco directly embedded in our communities. Youre right, this early identification is confer ative if ative imperative if were going to look at this funding gap. Were going to have to look at this because their funds are diminishing, and also, we want to close the opportunity gap racially, then we have to start with our very, very youngest, and this is what first 5 does. I want to say thank you for the work of first 5. I think its actually underappreciated, the work that how they serve our families and how theyre trusted in all of our communities. So what im going to put on this board is youre going to have to find a funding stream that supports first 5 and the communities that they serve. [please stand by] in particular, im concerned about the mental Health Services of the zero divide which has always been underfunded. Theres a lot of issues that Young Children have, in particular, where certain communities where this is a stressful situation for the young ones and i ran two summers in the tenderloin so i know firsthand what the families and children come in with. So im hoping we could help. I feel the board of supervisors will be here in the future and ask this question. We did increase this funding when i authored the last reauthorization and knowing that we wanted to use that towards not only k which was a new addition in terms of the age bracket, but the zero to five was so underfunded by the Childrens Fund. I would like to see more funding to go towards the Mental Health piece and the Family Support Resource Centers. And so, yes cub chai, chair fewe need to find funding, but the funding could be there already, is what im saying. Ok. I think we should ask these questions. Thats just to say that we have our programs are funded with Human Services agencies and we have strong city partnerships, which is very, very helpful and supervisors, i could not have said it better, our funds are declining and its a sustainable Revenue Source especially as we look ahead to the years and its critical. Supervisor walton. Good to see you, especially in that role. As you know, i have a deep history with the first five to working with the alignment when i was with the department of families and i want to echo the fact that supervisor and chair fewer and president yee are correct. We have to do everything to make sure it works for our population in San Francisco and that it continues and that the first five is able to thrive. Ive definitely been supportive of making sure we get more general Fund Resources and to the children, familys commission and we will continue to prioritize and get together on that. So its good to hear that we are all aligned and understanding that the work is appreciated and very necessary and needed because that first start for our young people will determine the future. So thank you for your work and we are here to make sure this continues. Thank you, supervisor walton, and thank you for championing our Young Children, all of you. Its where the gap starts, quite frankly, and the gap continues. I think those of us on the school board have seen evidence of that and those zero to five years are a heavy front load in how we give our children hope for a better future. Any more questions or comments . Seeing none, thank you very much for joining us and sharing your bust with us. Next we have dcuf and then were breaking for lunch. Maria sue, thank you for joining us. Thank you for having me and im going to share my screen now. So good afternoon. I am once again the director of the department of children and youth and their families and im joined today by denise peyton, our cfo and thank you for giving me the opportunity to share our budget and highlight some our Rapid Response activities due to the covid emergency. This is a strong San Francisco now and definitely as we get out of this pandemic, where all of our children and youth are supported by nurturing families and community and all of our children and youth are ready to learn and succeed in schools and all of our children and youth are ready for college, work and a productive adulthood. Im going start by saying we have a very deep commitment to advancing equity and healing drama. We bring together communitybased organizations to strengthen our communities to lead lives full of opportunity and happiness. I want to reiterate that dcyf is absolutely committed to providing services that meet the needs of our four priority populations, our africanamericans, our latinx, Pacific Islanders and our lowincome asians. We also invest heavily into Technical Assistance and Capacity Building to bolster culturally competent communitybased programming to serve our highneed population. Dcyf uses this approach intentionally because we believe and we rely on the expertise of our community. We know that it is about community connection, Community Oriented programming and culturally competent providers that will be the key to supporting our priority population. And we are also active participants and partners with the office of Racial Equity in their drive towards developing the Racial Equity action plan and we aim to use Racial Equity as a framework for our own internal work as we produce our policies and practises so that the staff can be better allies to all of our communities. And finally, i want to emphasize that when we build this budget, we prioritize these three areas to preserve their budget. So we prioritize funding allocations to all of our blacklead cbo, tos, to all tht serve a High Percentage of black youth and families and to all of the cbos in the Community Learning hubs, which ill go into detail a bit later. This means that all of our cdos will not receive any budget cuts for us. And i want to very quickly share that when shelterinplace was ordered, dcs pivoted to providing in partnership with the recreation and parks department, the emergency child and youth care programs. We did this so we can support our hospital workers, as well as our essential Service Workers in the city. In total, we served 761 children, youth and families during this time and provided almost three thousand free and nutrition meals for our children. We had summer camps out the city. Once again with partnership with recs and park and private providers. We serviced almost three now children. Youve heard this many, many times, dcyd had many employed as disaster workers. So we had almost 20 of our staff tea employe deployed to st feeding our community, to supporting the Emergency Operation center, as well as supporting dph on data entry and data gathering. And then, over 95 of our cdos pivoted with us when shelterinplace order was issued. And so they moved quickly, as well, to provide not only virtual support but also inperson support and they were right alongside with us with food distribution, as well as care and services for our children and youth and families. And so now im going to go pivot into our budget. I just want to say that within the budget book, and i know that the supervisors, particularly president ye, have beee, have bg at the book. It does show that the budget is closer to 264 million. However, thats actually not the total budget that dcyf controls. We actually control 61 of that. , which is 162 million and the rest of it is passed through to the School District and as special allocations to the Free City College initiative. Here is a little bit more detailed. I want to show that once again, our budget has multiple funding streams. If we go straight from the top down, youll see the first reduction is due to a state grant reduction and the next major reduction of the 42 million is due to School District peace space line, peace allocation and School District eraf passthrough expect final e final is our general reduction. If you move into our expenditure line, you will see the major reduction in expenditure is to the state reduction expect School District peace and eraf reduction. I want to reiterate, we are not making cuts to our cdo partners and the final reduction is a reduction to work orders to other city departments, which we have negotiated with city departments over the past several weeks and weve all agreed on these reductions. A little bit more detail into the dcys part of the budget. The majority goes straight to city grants and here, i wanted to take a time to really, really recognise our partners over at the juvenile probation department. Under the leadership of chase katie miller, she was able to identify 7 million in their budget to allocate, to support our cdos is that they are kept whole because we, as a city, know that our cbos know were supporting our highestneed children which is the department theyre serves and were so grateful that we invested those dollars. What weve chosen to do is taken that 7 million and split it over two years. So in year one, well be using 4. 8 millions of that 7 million to close the gap for our Budget Priority populations, which, once again, our africanamericanlead ceos, serving the africanamerican children and youth families and providing support in our Community Learning hubs. And the rest are the usual budgets that youve seen over the years. We have a High Percentage of funding that goes through work orders and then the rest are not personnel. That line item is specifically for Technical Assistance and Capacity Building and all of our evaluation work. The next slide, this slide actually shows the major change for the following fiscal year. So this is fiscal year 202 2021 to 2122 fiscal year. I want to highlight that we are looking at a reduction in the following budget year and this is primarily due to once again, the state reduction again and we do support a Community Benefits package funding that comes into our department. And then, youll see the juvenile probation, the second year allocation. The following slide highlights the personnel changes and i know its a coml complicated slide ai apologize. There are no general vacancies. Were not increasing or hiring. We fee feel we are a lean machie where i have everyone of our staff working hard and i appreciate everyone for stepping up and stepping in and i know there were questions about this particular item. And then the next two slides, i want to take the time to share with you are very exciting initiatives, called the Community Learning hubs. Were in the creating a school. This is not a school and our staff and the learning hubs are not teachers and they are essentially providers of care for children that will run fulltime. So learning hubs will be our neighborhoodbased programming that provides inperson supports to support our children as they move into the school year and in the fall to support them for Distance Learning and we know that in the spring, a lot of kids had a hard time pivoting fromfrom inperson classroom, as with all of us, who had a hard time with that. However, i just want to recognise for children, it was really especially hard for them to pivot, not only for that academic learning parts but the social and emotional part, too. So we wanted to create Neighborhood Centers where they could receive support where theyre learning online. In these learning hubs, youll have inperson supports, access to technology and wifi connectivity and youll also have supports for Mental Wellbeing and Mental Health, as well as Family Supports for our children and, of course, we will continue to provide a healthy meal to all of our kids. And then have, also, enrichment programs and outdoor activities, which we know all of our children really, really need. I to want to emphasize the difference between this Community Learning hub and at school, were talking small cohorts and were looking at a ratio of two staff to 20 kids. Theyre very small settings and thats why its allowable under our Public Health guidelines. The learning hubs start september 14th and operate fullday programming, five days a week, 8 30 to 5 30. I do want to note that we are setting up these hubs for very, very highneed children within our city. And so, i recognise that a lot of families want to have access to this program. With limited resources, we need to prioritize our lowest income families, our families who are living in Public Housing like in hope sf and sros and foster care families and our englishlanguage learners. We know these are the populations that struggle the most during the springtime. And this is a list here of the different hubs that are located by district. And we are continually adding more sites. I want to give you a snapshot and were were prioritizing this particular initiative in the city. With that, it includes my initial presentation and im open for questions. Thank you for your presentation and thank you for stepping up and creating those hubs. You know, isnt it funny its not funny, but isnt it great that you come from that background of Youth Development and vyc. The model of the hub is based on some of the experience you had many years ago and its good to see. And just for clarification, is ocof in your budget . Yes, president yee, thank you for that question. Ocof, which is our children, our family council, all of the their staff are inside our budget. I want to compliment not only oc no. But the cyf for your leadership, maria if trying to bring us forward as one of the first cities to be recognised by unicef as a childfriendly city and ive been working towards that for the last year and a half or so and, unfortunately, the covid19 sort of sidetracked that effort. In the meantime, were still doing stuff, as i mentioned earlier, some things around Family Housing and other things that were doing in the city to activate opening space. And so, hopefully, you know, in the next year or so, we will be actually the first city in the United States to be named a childfriendly city according to unicef. And so thats a good thing. And hopefully, ocof could continue masterminding what we need to do to get that done. Does dcyf fund the Family Resource centers . Yes. We are one of the joint funders with the Human Services agency and first five San Francisco. So it is a possibility in the future that the Childrens Fund, for instance, or some other funding could support these Family Resource centers in probably a bigger way as the first five that will lose their funding. In regards to beacons, are they still around . [ laughter ] i havent heard too much about it. Yes, once again, through the chair, one of the ways that we are able to operate the Community Learning hubs is to actually ask all of our beacons and inschool Service Providers to pivot from providing services in schools to now moving those services to now the hubs. And so, as the city is reprioritizing, weve also asked our cbos to reallocate those funds that they were putting to schoolbased programs now into these hubs. Yeah. I was going to say. If theyre not part of that, they should be a part of that. Thdid you take into consideratin that there might be a bump in your budget once they unlocked it because theres baseline money it. Part of wherever were unlocking should include the baseline funding and thats going to be a pretty substantial chunk that would take care of the deficit othat youre losing from the general funds. I think it will more than secure that. Is that true . I have not taken that into consideration but i will lean towards our partners over at the office of early care and education. And first five San Francisco, as well as the mayor and the mayors budget office. If there are additional funds, as i shared earlier, the Community Learning hubs is, unfortunately, restricted by the limitations of how much money we have and so, if we did have more resources, we would be able to put more into the system and provide more supports for our children and youth and families. I may as well say this once. If that money is unlocked because we passed a Ballot Initiative to unlock it, it doesnt just benefit Early Education and the homelessness. And its the other departments that get baseline funding, including dcyf, the Childrens Fund, including transportation, including rec and park and i dont know what else gets baseline, but its something that we should be aware of and for those departments to be aware of it and their fan clubs to be aware of it, because they need to do something. I said it earlier, you know, theres always this debate whether or not dcyf or the Childrens Fund really supports zero to five in a equal manner to the rest of the population of young people, the zero to 25. Are you asking . I can get back to you, president yee, regarding the specific allocations that we have sent over to the zero to five partners, both at oece and first five. And i can share that with you in our next meeting. Yes, and when you share that, can you please give me a fiveyear history . Yes. [ laughter ] i like to see it go up while others the funding has gone up. I will have to say that due to your very strong championing of the zero to five system, the dollars have gone up and so, i just want to say that, you know, your leadership and particularly the zero to five population has been phenomenal and because of that, they have seen an increase in our budget towards the zero to five. I want to be clear what im asking. Maybe its more specific to the Childrens Fund. What portion of that budget is going to zero to five . I know weve had addbacks and everything else. But thank you, i really appreciate your work and i, to t have any other question. And thank you very much. So i see supervisor walton and supervisor ronen in the queue. Soup store walton, i think you were first. Thank you. Just a few questions. What percentage of your budget is general fund . So off the top, i think around 30 and we have our cfo on the line. Denise, can you give a more specific response to that . Thirty . To cuts for 2021 . Yes, thats correct. We have the most children in d10 and d11, but we dont have the biggest number of hubs and is that because of space or because were still having conversations . I just want to get some clarity on that. Yes, both. And so its due to limitations on space. Right now, we are literally grabbing all of the different spaces that we have access to. And so all of the rec and park facilities have been secured and Public Libraries have been secured and we are now in conversations with the churches who are willing to open up their Community Centers for us to run a hub. And one of the big issues for this work is that we are limited by the number of children who can be in a room, as well as the physical distancing thats required. In traditional years, you could put a lot of children inside a rec center. Now we cant. Now maximum we can get to is 20 and if you cant put 20 in there with the good six feet of physical distancing, then you cant get up to 20 and youre closer to, like, 12 and thats the constraint were experiencing right now. I just want to say during our budget time that were not going to be reducing funding for any of our organizations. I think thats big. Having been there as an employee during the last recession and economic downturn and having to personally make phone calls to cbos and providers to tell them their budgets were cut, i do think its something we should be excited about. And i also have to reiterate to the world how amazing the Childrens Fund is here in sanfrancisco. A lot of folks do not love setaside but in this case, weve been able to preserve services for families thought the years that could have been vulnerable to the reductions and what have dismantled the support network that is needed for children and families to thrive here in San Francisco. I appreciate the work of your team to keep organizations whole, because i know there were points in time where that was not the case and were not having that conversation at this point, so thank you. Thank you very much. Supervisor ronen. Yes, thank you so much, director sue, for all of your extraordinary work. I just wanted to let the public know, let my colleagues know that tomorrow morning at 10 00 a. M. At the city joint committee, i am holding a hearing on Distance Learning and how were supporting families during the school year. School does start on monday and supervisor fewer has granted me the permission to be gun i goner the Budget Committee and ill officially replace her on the committee but well talk in detail on these hubs. I will save my questions until then because i have a lot of them. But i also just wanted to say that as the only mother on the board with small children in the Public Schools, this is a massive, massive priority for me and my constituents and my understanding is that there is no budget ar increase to dcyf. Dont kill me, chair fewer, but no budgetary increase to dcyf for these hubs and my understanding is that youll have six thousand spaces eventually but starting with 1500 to 2,000. Is that right . Yes, 2,000 first wave and what ive been sharing is that were flipping the script on who gets access first and so were giving first access, our golden ticket, to those target populations that you saw earlier and so to our Public Housing families and our homeless families and foster care kids and lowincome families and children who are english language learners and they get first rights into this program and they will be prioritized and then, well start opening up for other families. Great, thank you. Well talk about that in more detail. I know well increase the support to families so that every single child can succeed in guidanced learning in the city and that i know we will be looking to philanthropy for the extra funds needed and i just wanted to put it out there to this committee, that there hasnt been any budgetary allotments for this purpose and i just want to put a little asteric on that as we consider any changes to this budget. Thank you. And so, director sue, i will close with saying thank you. I know this is a huge list youre doing with these Community Learning hubs, but hearing nonprofits are getting a two cut and you have said theres to cuts to budget but actually, theres a two cut to the nonprofits. And is a correct . Weve been bracing ourselves for potential downfall and one of the gifts that have fallen on to our laps during this budget process was that juvenile probation through the leadership of chief miller allocated 7 million to our budget to reinvest in our cbos and with those dollars, we have been able to now make no cuts to our cbos. So its not a two . I have one question. I see you have 16 vacancies in your department. Are any general fund vacancies . They are not. Theyre all in the children and youth fund instead. Ok, issue think, then, i see no more questions and no one else in the queue and i want to thank you for your work and i wanted to say, maria, your department was the first to look at your funding through a Racial Equity lense. The first year of budget, you got a lot of pushback, people were angry at you, but it was the beginning of a conversation that was mirroring a conversation the San Francisco School District has been having a long time and i wanted to piggy. Back on dcyf. When this was first brought forward for a vote to have this set aside, they were told it was political suicide and never pass and people would be very angry and just as an example of that. So before then, unwould have too beg for children and youth and families. And norman remembers this. Having this fund and i do want to say, the reason why i think this is so successful, also, is that it is designed in the proper way, meaning theres a sunset date. This didnt go on forever and and forever and every like a lot of set asides and we bring it to the voters for reaffirmation. I just want to say that i think this is a perfect example of how people follow San Francisco. We thought it was political suicide, with get it. And then all of these cities across the United States have followed our example and so i would say kudos to Margaret Rodkin to put this on the ballot and bold enough to hold that campaign and look at the legacy it has formed. Thank you, maria, and thank you to your staff. Thank you for joining us and colleagues, well be breaking now. Its 11 08 and im proposing that we come back to this committee at its 1 08 and im proposing we come back to this committee at 1 40 to reconvene and we have six more departments and theyre good ones, dph, homelessness, Supportive Housing, the airport and the port. So i hope everyone will come back refreshed. Well have a 30minute recess and ill see you back in a half an hour chair fewer before us today, our next budget is the department of Public Health. However, before we hear about their budget, we have actually some trailing legislation that the board must vote on, so mr. Clerk, can you please call item number three. Clerk yes, cheer fewer. Item number three is amending the health care rate and set rate of the department of Public Health for fiscal year 2021 and 20212022. Members of the public who wish to comment on this item call 4156550001, 1468691010, and then press pound twice. If you havent already done so, press starthree and wait until the system prompts you to enter your comment. Chair fewer we have dr. Colfax to speak on this item, or is it dr. Wagner who will speak to this item, item number 3 . Yes. Dr. Wagner will speak specifically to this item. Chair fewer doctr. Wagner,e floor is yours. Good afternoon, supervisors. Greg wagner, director, department of Public Health. Charges for the department of Health Clinics are said in the department of Public Health ordinance, and we occasionally request rate increases by the department of Public Health and the board of supervisors. Theres some background on this one in particular. Over the last 1. 5 years or so, we have been doing a lot of work, and the board held some hearings and had some discussions on the issue of balanced billing, and that is an area that is the situation where an individual comes into a hospital, including zuckerberg San Francisco general hospital, and their insurance covers part of the bill, but not all of the bill, and then, the balance is charged to the patient as an individual. And that reflects a small amount of our patients. But for those who are affected by it, they end up with a large medical bill, unexpected, and largely where they received Emergency Services out of their control. That can be stressful and burdensome, something that somebody doesnt need when going through a medical emergency. So we had a lot of discussions about this about 18 months ago, and the department has put in a number of significant changes to protect the patient so that the patient doesnt come in between the hospital and the Insurance Companies and financial issues. Two of those are establishing outofpocket maximums for patients at all income levels, so theres some gradation according to income, but there will be an outofpocket maximum for any patients that receive treatment at s. F. G. In addition, weve put in place rules that if you come in, and we treat you, we would not charge you more than standard rates. The Health Commission put those in place about 18 months ago, and theyre really designed to protect the patient from balance billing or surprise billing situation and really let the financial piece of this be between the hospitals and Insurance Companies. I gaive you all of that background because when we last updated the patient rates and we last had the discussion about balance billing, the department committed to doing a thirdparty study of our rates to look at peer hospitals and determine if our rates were reasonable. It is our opinion that with these regulations put into place, the patient is protects from the hospitals and Insurance Companies, but we wanted to do this review before we brought it into the board of supervisors and to this committee. So weve done that review. We hired deloitte to take a look at our rates compared to a group of care hospitals. We completed that analysis, and the rates before you reflect the findings in that analysis. We did determine that in, in so that, in some cases, we are high, in some cases, we are low, compared to our industry peers, and we are adjusting those. There are a couple of rates that we are leaving flat for the coming year, and those are our Emergency Department rates and trauma rates, and the reason for that is because those are large jumps. One would be a decrease in the rates, and the other would be an increase in the rates, and the alternative would be to adjust those in the coming years. So well meet the deloitte recommendations over time, but the others are included in the presentation before you. It would be a net increase in about 1. 6 million to support the department, and im happy to answer any questions. Chair fewer any comments or questions from my colleagues on this item, item number 3 . Seeing none, lets open this up for Public Comment, please. Wait. Chair fewer im sorry. I waived. Chair fewer who is speaking, please. Raph ra raphael sorry. Supervisor mandelman . Supervisor mandelman i guess i want to start by thanking director colfax and everybody and, of course, greg and everybody at d. P. H. Jufor just the extraordinary work that theyve been doing forever, but particularly during the pandemic. And i know everybody is working well beyond capacity and extremely long hours, and i know that we and San Francisco and the mayor are extremely grateful for that. My questions are around mainly health s. F. And the chair fewer supervisor . Supervisor mandelman yes. Chair fewer we are on item 3. Its trailing legislation. Supervisor mandelman okay. Got it. Chair fewer they have not given their presentation supervisor mandelman okay. Ill hold it. Ill eat my tater tots. Thank you. Chair fewer any questions or comments from my colleagues . Again, my chat does not seem to be working, so raise your hand. Okay. Seeing none, mr. Clerk, can we open this up for Public Comment, please . Clerk yes, madam chair. Operations is checking to see if there are any callers in the queue. Operations, let us know if there are any callers that are ready. Again, with broadcast delay, we encourage you to call 4156550001. Meeting i. D. , press 1461698090. Press pound twice, and then, to enter the queue press starthree. Operator i have one caller in the queue. I will unmute now. Chair fewer thank you. Hello, can you hear me . Chair fewer yes, we can. Okay. I was not raising my hand for this item, i was raising it for the presentation in particular. Chair fewer oh, can you please join us . We have opened Public Comment on item number 3. If youd like to comment in general Public Comment, please wait until the end. Okay. Thank you. I will hop off. Chair fewer okay. Thank you. Operator madam chair, that completes the queue. Chair fewer id like to make a motion to forward this to the full board with a positive recommendation for the full meeting of september 15. Can could i have a second, please . Supervisor walton second. Chair fewer thank you. Roll call vote, please. Clerk on the motion on the ordinance to recommend this item to the full board in the meeting of september 15 [roll call] clerk there are five ayes. Chair fewer thank you very much. And now, we will hear a presentation on department of Public Health. We have dr. Colfax here with greg wagner, and others. The floor is yours, department of Public Health. Hello. Grant colfax here, director of health. Im going to provide a brief overview of our investments and services for the city and county of San Francisco, and youll see three key things that were highlighting today our Covid Response, our focus on equity, and our focus on expanding mental and Behavioral Health. These are ongoing and overlapping issues. Next slide, please. So this is our overview of our d. P. H. Budget by division. On the left side is our total proposed budget, which is nearly 2. 8 billion. It includes our two major hospitals, zuckerberg general hospital, nearly 1 billion, as a 24hour level three trauma care center. Laguna honda, 1. 8 billion, and then our other investments in Public Health. Y on the right side of the slide, you see our budgeted staffing firsttime equivalents. As one might expect, the two hospitals take a large share of this with regard to staffing and Behavioral Health, primary care, Population Health, and so forth. So our total budget is f. T. E. Nearf. T. E. Budget f. T. E. S is nearly 7300. [inaudible] to the ongoing, unprecedented covid19 health pandemic, programs that address health disparities, discipline towards equity and investments, behavioral Health Services, and the transformative program, Mental Health San Francisco, which is key to recognizing we are in a Behavioral Health moment in the city, as well as a pandemic, as well as at a moment we need to further invest in our Health Equity work. Our budget, again, represents 2. 77 billion for 2021. 2. 58 billion for 2122, compared to a 2. 38 billion budget for 1920. So i want to thank our greg wagner, who until recently was our chief operating officer, now is our chief financial officer. They got it done in collaboration with the Mayors Office, focused on leveraging funding, reducing costs while increasing operational efficiencies. Thankfully at this point we are not having to propose Service Reductions. That will allow us to continue support for vulnerable populations and, if things go forward with our covid19 response, and the only position reductions proposed are related to the closure of county jail number four. Next slide. So i thought it was important to review the patients served in the department by race, ethnicity. You can see here that we serve a diverse population of people, more diverse than San Franciscos population overall. You can see the breakdown by different Service Providers, including at the s. F. G. , laguna honda, primary care, substance use, and then, the jail health program, where we provide health care in our county jails. Next slide, please. So we continue to focus on advancing equity and investing in our workforce. We are focusing on normalizing, organizing, and operationalizing our equity approach with a focus on Racial Equity, specifically focusing on blackAfrican American health. This is consistently a data driven approach where we know there aren demmic, systemi e systemic, deeply rooted racism. We are continuing to focus on the work and the workforce. We understand and realize that the work of the d. P. H. Team is key to Better Health outcomes in the community, and our relationships working with each other in s. F. Relate directly to our approach with community. We are investing in our workforce so that we can serve our communities better. So in terms of our new investments in equity, from the beginning of the covid19 response, we have taken an equity focused approach. We knew early on that the pandemic would exploit existing structural and medical inequities in our society. We are supporting testing in our communities disproportionately affected by this pandemic, increasing outreach and Contact Tracing, providing city grants for members which had not been used previously, and then housing and support for our most vulnerable individuals and family. If people are infected with covid19, and were not able to iso and theyre not able to isolate or if they potentially have covid19 and are unable to quarantine, we are providing housing for them in the form of hotels, and if they are infected, also offering a variety of wraparound services, including support. And theres our housing and support for our most vulnerable. And then, we have our Behavioral Health with a population focus. We are hoping to continue to implement programs including and especially Mental Health s. F. Programs, which will remove barriers to care for people with Behavioral Health issues who need them the most. We continue to focus on child Mental Health and focusing on black, African American, and Pacific Islander families to where those outcomes are not what they need to be to really optimize the health of mothers and children in San Francisco. And then collaborating very closely with the Human Rights Commission, we will be about 36 million of reinvestment from Public Safety will be coming to the health department. We will be working with the Human Rights Commission to implement a process in terms of prioritizing those funds, some of which are likely to go to Mental Health and other services that the community believes are most important in terms of, again, addressing Health Inequities in San Francisco. Next slide. So this is we are going to go a little deeper into the numbers. Im going to turn the remainder of the presentation over to greg wagner, our chief operating officer, who will go through the next sets series of slides. Thank you. So thank you, supervisors. Again, greg wagner. Give you a sense of the big pieces moving in our budget. Dr. Colfax highlighted some of the main items, but this is where the largest changes are. You can see between fiscal year 1920 and 2021, were budgeted to increase by 344 million, and then, that drops off somewhat in fisk of year 2122, but its still a big increase of 149 million. The big categories of change driving that increase are, of course, the covid19 response. Thats over 200 million and consistent with the citywide approach to covid19, and thats in a single year. That accounts for a lot of the imbalance between the two years in terms of growth. We also have, as dr. Colfax mentioned, 36 million per year included, and the d. P. H. , as part of the reinvestment of Public Safety funds in a variety of racial equities, and well be working on that. On Behavioral Health, ill go into a little bit more detail, but there are increases of over 100 million in each year. This includes both general fund dollars, but very significantly, revenue assumed from the passage of a business tax measure on that November Ballot. If that measure does pass, we would have appropriated dollars for both ongoing programs and onetime Funds Associated with the release of the 2018 problem c dollars are that have been collected and held in reserve until now, so those are the big things that are moving in the budget. Next slide, please. Similarly, on f. T. E. S in our budget, we grow, compared to the past fiscal year, by about 290 f. T. E. S in 2021 and 220 in 2122. The biggest driver of that is covid19 response. We are adding a position authority, temporary positions to do a lot of the work driving this response, and also with the redeployment of city resources. We have an annualized position of about 86 positions in Behavioral Health, as you saw in the last slide. Weve also proposed 20 annualized positioned to expand our Human Resource function. This is identified as a critical need for us in order to meet our goals in terms of things like nurse hearing, Behavioral Health clinician hiring and also staffing up with some of the covid needs. We have other initiatives, including a Specialty Pharmacy expansion thats revenue neutral but does require an increase in our staff and an investment in our Quality Management functions, which is the group thats responsible for regulatory but also ensuring that were providing high quality and appropriate services in the department. Next slide, please. Briefly, i know youve already had information on the covid19 budget, but this is the summary of the budget thats within the department of Public Health. We have a total effort of about 300 million, as you can see in the first column, and the rows show you the category use that that effort is in. It will see what you have heard about and expect, large investments in personal protective equipment, in testing, but then also a lot of the Service Areas that are at the core of the response, including our community branch, Contact Tracing and investigation, Health Management to help control the spread of the disease, and then also in our response, hospital operations and medical support and search activities, which are the medical staff that are needed to be prepared to treat the patients that are affected by covid19. You can see on the additional columns that of that 299 million, were anticipating 95 [inaudible] that is the large number of d. P. H. Employees that have been deployed to the command center, and also from other city departments which are partnering with us to meet that need and redeployment of other financial resources, but can he did have about 205 million of total new proposed expenditures in the budget, categories that you can see, and a portion of that will be reimbursed, if not all of it, reimbursed by fema, and then by c. A. R. E. S. Act federal funding, if not more in the future. Next slide, please. So Mental Health s. F. Ill go through this briefly, and we have our subject Matter Experts from the Behavioral Health system here to talk about this in depth. But as you know, Mental Health s. F. , a comprehensive overhaul of our Behavioral Health system, this is an ordinance adopted last year. Full implementation of the program is estimated to be 100 million or more, so this is something that well need to work for over time, we dont have that full 100 million of implementation, but the budget has some significant steps forward to really get moving on the core components of this initiative and Start Building our momentum. As i said, it does assume that well have funding from the Business Tax Reform on the November Ballot. If thats passed, it would generate 28 million in the first year of it, and 38. 4 million in the second part. Theres also onetime funding associated with the tax measure and releasing revenues previously collected under 2018s prop c, but because theyre one time in nature and the issues around the resolution of the prop c measure, theres strict resolutions on those funds, so theyre appropriated here, but to program those funds will require further conversations, and we will be working with the Controllers Office on that process of working through these. Next slide, please. At the highest level, four main pillars to the Mental Health s. F. Response. The office of coordinates care, which is in some ways the glue and the lynch pin of this initiative, its the function that will coordinate across our system of Behavioral Health care that will do make sure the system is functioning to meet the patient instead of in silos and also supervise our case management. We of course have Behavioral Health bed investments. As you know, under our Mental Health reform predecessor, before Mental Health s. F. , our director, dr. Anton nicussabla nicussabland, did a survey and outreach. We would have a Behavioral Health presence out on the street to be able to respond to calls that come through the system that today, are predominantly responded to by the Police Department but also our outreach teams that have a lower clinical level of intensity. And then lastly, the mental Health Service center, number four, which is the vision of a single site where people can come for behavioral Health Services, and will also be a part of this coordination function to make sure that our services are coordinated seamlessly together, and im sure youll have questions on those that we can dig into with our Clinical Team hear. So next slide. And then lastly, there are also beyond Business Tax Reform measures, a significant investment of general fund dollars and Behavioral Health initiatives that are listed here, and i wont go overall of this in detail, but we have, over the past few years, funded a lot of detailed work in our expand with Behavioral Health dollars and time limited dollars, including some of the eraf and funds that got us a couple of years of service but didnt get us on in the base. In the mayors budget, theres a line for us to continue to build this vision of Mental Health s. F. So that includes continued funding for vet expansions. It includes backfillng key Grant Services that are critical to our response and our capacity to do care coordination and case management, and then also clinical support associated with a lot of the housing and shelter programs that are being expanded in the department of Public Housing program and those facilities. Next slide. So that is the last one. This is about the rates ordnance, which we already discussed earlier. So i will leave it at that, and we will collectively take questions. Chair fewer thank you very much. Lets get back to supervisor mandelman, who originally had his hand up earlier. Supervisor . Supervisor mandelman i wouldnt have charged past supervisor ronen if i knew she wanted to speak on this, so i think you should call on her first. Chair fewer okay. Supervisor ronen . Supervisor ronen oh, thank you, supervisor mandelman. That was very nice of you. I think well just tag team here. A couple questions here. When you provided the additional budget investments to Mental Health s. F. To supervisor mandelman and myself. I had 34. 4 million in the first year and 43. 7 million in the second year, so i dont know how those have been reduced in this presentation to 28. 1 and 38. 4. Could you explain the discrepancy there . Chair fewer i believe youre on mute. Youd think i have that down. Chair fewer it happens to all of us. Yeah, so thank you for that, supervisor. So the 28 and 38 million is the ongoing value the value of ongoing values associated with the Business Tax Reform measure. In addition to that, theres some other sources that weve incorporated over and above that for support for the Mental Health s. F. Initiatives, so that includes a portion of the dollars that are backfillng previous eraf appropriations, and thats a little over 5 million there. Theres a little over 5 million that the Mayors Office has appropriated in general, and the idea is that would give us a head start ahead of the november election, where well know the outcome of prop c, and have the revenues available and released to get started on particularly the Core Staffing for the office of coordinated care and the crisis outreach teams in partnership with the fire department. And then, i believe that those were the two main changes relative to the 28 and the 38. So weve budgeted those on top of the big tax revenues, and part of that that slightly larger package that you described. Supervisor ronen okay. So then, the spreadsheet that i have that said were spending 34. 4 to implement in the first year and then 43. 7 in the second year is correct . Correct. Supervisor ronen okay. And then can you talk a little bit more about the presentation that you just did on the initial 69. 4 million in the first year and 46. 9 in the second. What is that for . Sure, thank you. So yeah, i glossed over that pretty quickly for the size of those dollars. So as part of the and im sure that the controller will weighin on this, as well. As you know, the business tax measure thats proposed for the November Ballot is tied to the 2018 proxy measure, which was a business tax for Homelessness Services serving those homeless that are homeless or formerly homeless, including behavioral services, and Behavioral Health is a portion of those dollars. Because of lawsuits over that 2018 measure, that revenue has been collected but held by the Controllers Office pending outcome of and i see ben popping on, but pending outcome of those issues. And if the business tax measure passes, it will result in onetime revenues that come to the city as a result of that interaction, but those revenues are restricted because of the various issues legal issues around the interactions. Ill let ben explain it much more clearly. Commissioner renne and, ben, before you chime in, so those additional pots are not included in the 34. 4 and the 48. 37 . Thats correct. Because theyre onetime dollars only, they would not be eligible for any of those uses that ive described because theyre ongoing programs, so we appropriated them in the budget, but theres work yet to do on determining what the eligible uses of those funds are, and those are going to be restricted pretty restricted by the Controllers Office to make sure that we protect ourselves financially regarding those business tax revenues. But weve appropriated them, but we havent programmed them for specific uses because we need to go through that extent with the Controllers Office. They would need to be used for strictly onetime expenditures, such as capital expenditures, other onetime expenses. Supervisor ronen go ahead, ben. No, i was just going to add in, what greg said is correct. Youre going to see this throughout the budget thats in front of you that fully appropriates should the measure pass. I think that money is on Controllers Office reserve at this point, and then, the outcome of that november measure, which needs to pass to make it available. I think the idea that you have here is the department has suggested Spending Plans for some of those funds, but in other case, Spending Plans still need to be developed, frankly. And so the budget appropriates it, but detailed Spending Plans are not in place for all of those sums. Supervisor ronen okay. So let me ask you this im going to have a really hard time that does not include an additional 4 million and change in the first year for Mental Health s. F. And 5 million in the second year for Mental Health s. F. Because Mental Health s. F. Only works in a way that will make a visible difference in our streets if both the crisis teams and the mental Health Service center operates 24 hours a day. And the cost of including an additional crisis team and increasing the stacenter to 24 hours a day is close to 4 million the first year and 8 million in the second. So given the fact that weve programmed into our budget a onetime 4 million into the operation of the Mental Health s. F. Capital Health Service center, could we reappropriate is in t it in the first year to take care of that 4 million and then so weve taken care of, at least in the first year, that 4 million. And then, i dont know if we can reprogram in the second year the rest. I would like to find whatever we generate in an addback fund, there are so many competing needs for it that are so crucial, and d. P. H. S budget is so big, and the amount of money we spend on Mental Health is so much, that i know collectively, we can find an additional 4 million in the first year and 8 million in the second year to cover the needs of Mental Health s. F. And make it the most effective it can possibly be. I want n, between now and the time your budget comes back to us, to be brainstorming to figure out how to do this because i think were going to have a hard time getting that amount of money from the addback amount, and im going to have a hard time voting for this budget without it. So i just wanted to these numbers frighten me. I didnt know about these additional dollars that are onetime in nature and arent programmed. I also would love to barrel in on, you know you said theres an additional 113 that were spending on Mental Health s. F. Im sorry, on Behavioral Health, only 34 of which is going to Mental Health s. F. In year one, and only 48 in year two to Mental Health s. F. Are there ways to move that around . I want to drill really deeply into that over the next week. I certainly understand the concept youre raising, supervisor ronen. Wed be happy to work with you and the department and supervisor mandelman in the week ahead to see whats possible. Supervisor ronen okay. And could you thank you, thank you, thank you, ben. And greg, could you describe a little bit more, or dr. Colfax or dr. Hammer or anyone whos the appropriate person to do so, sort of what this additional money in this years budget for Behavioral Health is that doesnt fund Mental Health s. F. . Greg, do you want to start with that, and then, we can have dr. Hammer fill in the other points on the question . Sure. So these funds are the onetime funds that we discussed, and that is the vast majority of it. The other category is and im not sure whos got the slide show, but if we could bring it up to the secondtolast slide. Its the slide that is entitled its slide 13, right . I believe so, yes. Sorry. Do you see it . Yeah. Ill yeah, and so the other category is this slide. Supervisor ronen i see. So these are the backfills of various funds that were set to expire, and also some new programs, such as i failed to mention previously, but one of the larger ones is the creation of a new psychiatry class, which will make us more attractive in retaining psychiatrists. [please stand by] there was outreach in linkages, i believe at pes. This 2. 3, is that going to the new system under healthy with the coordinated care . This would allow us to continue to fund for existing programs where the state grant behind them has run out. So without the backfill of these programs, we would lose funding for those programs and have to reduce services there. What we did in the hiot and a smaller precursor in the lead of up to Mental Health sf and building out programs, testing these concepts out and theres definitely a deep interconnection and some of the things weve learned like dr. Hammer mentioned like navigators or pes and connecting them to Services Upon exit from pes and some of our target case managing programs and all very consistent with the office of coordinating care and a lot of the work that were doing. The Mental Health sf will basically become the umbrella for all of the services that we will conduct across the department and so, these programs will feed up into that into the new investments that were proposing. This will work in its optimal form and whats more important, you know, as were getting this up and running and i will say ive been underwhelmed by the lead programs the entire time. Its not been very effective in my district and, you know, i went to seattle to see how their lead program operates and its night and day. Is that something we could redirect into what would be a much more effective Crisis Response team and is somewhat of a similar idea. Supervisor, i definitely see what youre getting at and i think it might be worthwhile for us and ill dr. Hammer and others to weigh on that, specifically, but if they wish to, i would say it might be a good thing to take this category of programs and what were doing and we could talk through with you and other supervisors who are interested to kind of do that thinking about how these interrelate with one another over the coming four or five days. Can we put the last slide back up . I totally see and well aware of the need for expanded clinical support for housing and expanding the shelter health. If there was anything you wanted to say to sort of what that gets you and how that will change whats happening. Those two items expanding Shelter House and clinical, those are dollars to just clarify as a part of the Business Tax Reform that the hsh is receiving a portion of the dollars for some of the services that are not clinically related for homeless and includes expanding hopefully the permanent Supportive Housing units as well as shelters. As a part of their proxy dollars, theyre workordering a portion of the funds over to dph to expand our support for shelters and for permanent Supportive Housing. And so the first item is tied entirely to proxy for shelter health, a portion of it is a part of the expansion under covid and theres another portion that is primarily under proxy, as well, and so, in anticipation of the expanding services that hsh will provide, and again, its all dependent on the passage of that ballot measure. So this page is a mix of proxy and nonproxy . Yes. Those two items do include proxy dollars. And they are not coming from dphs allocations which is focused on Mental Health. Its coming from shs on Homelessness Services through which they purchased a portion of our Clinical Services to support their entire operations. The other items are general fund. Correct, yes. Thats reassuring. And that whats the new homeless resource facility . Yes, the Homeless Resource Center is our new building at seventh and stephenson which is the new urgent care cling from 50 ivy to this new building. There will be hsa and hsa staff for benefits and hsa staff. Its half of the first floor. Theres permanent Supportive Housing, 250 units of new housing, as well, in that building. This is a adjacent to the federal courthouse there on mission and we expect to open the new Resource Center in the fall of 2021. The construction has started. And how big is it . How big is the facility . Yes, is i. Its mostly a welcoming spa space. Its urgent Health Services, den detail, Behavioral Health and meeting with benefits councillors and housing. Its not a hangout. Or where crisis teams would bring someone . Conceivably, they could if there was an Urgent Medical need. Certain medical need, right. Ok. Well, thats thats page and here are my other questions. There was a beds analysis and came up with a recommended bed increase and budget or administrative kind of feasibility analyses and just what theyve determine the it would take to clear out the wait times and make sure that we dont keep people in jail who dont need to be in jail. It was Skilled Nursing facility beds and board and care beds and Mental Health residential treatment beds. So my understanding is that this budget includes some of those beds this year . It would fund all of those bedses just described and in addition but not in this first year, right . Because theres been talk about feasibility and timing and identifying them and bringing them online and i just want to make sure im understanding. If the tax reform doesnt pass, none of the essential beds that are required to clear some of our waiting lists and to be able to deal more humanely with folks, right now, in our current universe wha, i will have to rut my colleauges in november or december with a supplemental appropriation to try to do something around locked beds. ,right, because its totally dependent on the tax measure . Right, on the tax measure passing for these beds. The own exceptioning the hummingbird beds, which were identified and that has been underway. They are partially taking it time. But the beds are recommended in the bed model and so it would be for a portion of this year, at least, 31 locks of acute treatment beds and 13 psych skilled facility beds. And that gives me a lot of heartburn around totally dependent on the tax measure passing and i think that im glad that were trying to get those beds actually funded. And one question that i have, though, is that i have heard and would love to figure this out over the next week or so, that we right now spend a lot more than we budget on locked subacute treatment beds and Skilled Nursing facility beds and i dont know if thats true. Do you happen to know if thats true . We budget for a certain census and we have people coming and going and for the last several years, we have used a higher proportion in those categories. We have always been able to balance that to make it work and were constantly reevaluating that mixture in our budget. Well, it hasnt worked in the sense we have had incredible wait lists. But its worked for some. It wouldnt be such a win to take this beautiful bed study and simply move our budgeting practises more in line with our actual youth, but still not increase the actual number of beds that are available for the people who need them, which could be a thing. , depending on how we handle it. I want to understand that a little bit more and if i could get that information. I think were meeting with supervisor ronen maybe on monday and its possible to have that information, that would be great. We saw this every year and we want a net gain, right . We dont solve, because i think the bed Study Compares and looks at wait times. Its looking at how many beds do we have and how many are we short and so we have a gap based on what were spending but we have an even deeper gap to budget. And so, the additional money thats been put into the budget to deal with the bland bed study may actually just get us closer to what were currently spending and may not dress the bland bed study at all. So i dont know. Thats what i want to think about over the next couple of days. And because i want you to have clean budgeting but i really want you to buy more beds. And so, then the other kind of somewhat of a similar question again, were talking about expanding this crisis team and i really appreciate the work that the department has done on this and the proposal for the four teams and i think supervisor ronen and i have a shared interest and im