August 20, 2020. Budget and Appropriations Committee. Good morning. This is the august 20, 2020 rescheduled budget and Appropriations Committee meeting. I am joined by supervisors walton, mandelman and president yee. I would like to thank sfgovtv for broadcasting this meeting. Do you have announcements . Due to the covid19 health emergency, the Committee Room are closed. Members will participate in a meeting remotely. This is taken pursuant to the local, state and federal orders and directives. Committee members may participate to the same extent as if physically present. Put lick comment shall occur at the recessed meeting august 24 at 10 00 a. M. You may send it in the following ways. Email to the budget and finance committee clerk, and it will be forwarded to the supervisors and included as part of the official file. Thank you, good morning. We are reconvening our meeting from yesterday. This weeks hearings are focused on changes and reductions that the Budget Committee would like to make to department budgets. A few things i want to know. There is no trailing legislation today. Reminder to new members. The hearings are noticed separately. This is all one meeting. We are taking up the following day at 10 00 a. M. One meeting for wednesday, thursday and friday. No Public Comment this week on the budget, which is items one and two. All Public Comment will be heard on monday, august 24th at 10 00 a. M. There. Is no other business on monday except for the comments. The budget and Appropriations Committee will recess at 12 30 or 1 00 p. M. For lunch. Yesterday we finished every department. I imagine today may go longer. There may be policy recommendations that are being brought forth by committee members. Remainder, if there are departments that require examination, it is possible to bring those back on friday afternoon. This is the week we should try to finalize our cuts to the budget. It will be held in the order listed. I want to recognize we need to accommodate scheduling conflicts and call departments out of order. Thanks in advance for your flexibility. Today are the following departments superior court, public defender, District Attorney, treasure and Tax Collector, economic and work force development. City planning, department of police accountability. Sheriff and fire and Police Department. Again, i want to before we start our process today, i want to take a moment to thank the city workers of San Francisco. I also want to recognize that the process of the budget regulations is set up to be a somewhat adversarial process. The mayor has the budget and the board of supervisors looks for inefficiencies that we can actually take and repurpose that money for the priorities of the board. This process sets us up in an adversarial situation, but i want to recognize that that by no means means that we do not appreciate and do not respect the work of the Department Heads that are fighting very hard for the budget to serve constituents the best way they can. I want to say to them that i know you represent the city workers and your departments and we could have not gotten through this pandemic and we will get through this economic crisis with help of city workers. On behalf of the whole committee here i want to thank you for your service to our city and recognize that although the situation and this process is adversarial. We understand we are fighting for your budget. You believe that is what is needed to serve the public the best way you know how. Thank you very much in advance. With that lets get started. Madam clerk read items one and two. 1. Budget and appropriations ordinance for estimate expenditures for department of the city july 31, 2020 for the fiscal years ending june 30, 2021 and june 30, 22. Item the annual salary ordinance enumerating positions in the annual budget and appropriations ordinance. First we have the superior court today. Good morning, chair and supervisors. I want to thank you for the work you are doing to balance this difficult budgettier, and thank you to the Budget Office. I am happy to report the court is in agreement with the budget and legislative analyst. These recommendations. The Controllers Office please note the attention and the recommendations for this defendant. Thank you for joining us today. Next is the department of housing. Good morning. President yee and chair and supervisors, thank you for having us today. We want to thank you for all of the work with the departments during this season and chair fewer thank you for acknowledging the hard work across the city. The same goes to you and your teams. After so significant conversations and discussion we are in agreement with the recommends of the bla. Any comments or questions from colleagues . Seeing none. Yes, president yee. Supervisor mandelman. My apologies, go ahead. Thank you, chair fewer. I think it is worth noting this is a significant expansion on the prior years budget doubling next year and then the stepping down to something 150 million more. At least 150 million more than we are spending in the second year. I applaud the additional investments in this plan to house unhoused people and get folks in the housing units. The budget does not reflect a plan for dealing more effectively with the streets. I believe we should move to save fleets. We requested the 150 million which the board of supervisors will not be able to meet, but i think we continue to not address or articulate in the budget a plan for insuring we do not have to leave people camping in residential neighborhoods. That is among the foremost challenges facing the city. It is frustrating this budget did not deal with that problem. I am very grateful and happy about the additional investment and i think it will change peoples lives and makes San Francisco a model in many ways of compassionate responses to homelessness. We continue to fail to address the needs of neighborhoods where people are camping. Thank you, supervisor mandelman. We have learned what a valuable resource sleep can be during the pandemic. I echo your sentiments. As i said in the last hearing. We are working hard to bring the cost of these sites down in collaboration with our partners. We hope with the amount of money we will be able to do more than planned. We are working on that on a daily basis. One thing to note. What helps the streets is combination of services, meeting people where they are. Having shelters is helpful. We have folks who dont want to go to save sleep and want to go to shelter. The controller has joined us. Safe sleep is not fema reimbursable. There is limited funding for things related to streets as the citizens voted on a very housing focused initiative to underscore what you are saying about how important that is. This is a financial question, not a belief, values or programmatic question for hsc and the mayors Budget Office. I understand and encourage investment in this area. I would caution that it not be at the cost of all of these other resources. Our advance planning with supervisor walton let us know we need the array of services in balance to move people through the system and end homelessness. I agree with you, supervisor mandelman. I am adding context why it is limited in this proposed budget and look forward to bring costs down and if more funds are available we will jump on it. President yee. Thank you, chair fewer. It is great that the budget is going to grow pretty substantially the first year and a little bit in the second year, based on last years budget. This should be to provide Additional Services and to address the homeless issues. I just have two concerns. One, it is pretty substantial in terms of how you have to rampup and Everything Else. Sometimes when i see that type of growth i wonder if it is implementable or not. I think it is really fair to say even before the year is up to come back to the board and give us a report to see how we are doing. If, you know, i would say at least six months later come back to see how you are doing with the spending plan. If indeed you are finding that this in certain things maybe reshuffle to address the issues supervisor mandelman has pointed out. That is one thing. Commit to that, that would be great. The other thing is do you have a plan b budget . This is so dependent on this passing. I hope it will. It will provide the resources that are so needed for not only this group of people that we are trying to help but also for further education. What happens if that if we are not successful in that particular ballot measure . Thank you, president yee. Yes, to your point amp substantial rampup. This is in the bones of dna and hsa when created by may or lee before things were organized and planned, we were up and running and off to th to the races. Your caution and concern is warranted. I interpret it as support. I am not sure if that is how you intended it. We all want to succeed here. The question is this possible . A lot has to do with staffing. In our last time together we talked about an inspired team. Hsh for the first time has an hr team that is full. We have a mayors Budget Office that unlocked some positions and support from dhr. We need help today to not slowdown. I will be very honest about that. The help is not here yet. All systems are go across the city from the Mayors Office to dhr to the team to get that help to us. Every day is a fight to make sure we have staffing that we need. For all of you in the city who have come to help hsh, thank you. We love having you and we hope you will continue to come work with us. To your question around bottleneck and reshuffling. We are available to be called upon to provide updates. This is a significant increase. I will clarify the percentage increase or have Deputy Director whitley do that. It is a little more subtle than the bla report allows time or space for. If we have bottlenecks i would love to let the board know and the mayor is aware and helping us to push through the bottlenecks. Great idea. Plan b budget. The controller is on as well. As we have presented and i think it is important to talk about this in a public forum, thank you, president yee, that we am i the only one seeing that . I will keep going unless chair fewer would like me to pause. Somebodys email. Madam clerk, can you assist us, please . Yes, i am looking for this matter. Please continue. Thank you. Thank you. I think when we began this how do we unlock all of the money, the recovery geo bond which you are experts in and project home key which we applied for. With the Controllers Office what do we do if those things dont unlock. As we shared with you ahead of the budget process, we would do less. Much, much less particularly housing. The budget is balanced without prop c in year one. The home less recovery in the totally which is what supervisor mandelman is referencing in terms of broad expansion to permanent housing wont move forward in the same way. Plan p is do less. There plan b is do less. Prop c, fema, home key. Everybody in San Francisco should be not just keeping fingers crossed but advocating with our local national government, State Government connections to draw down as many resources as we possibly can. The other opportunity is that philanthropy is a partner here. They have come to make the Recovery Plan work. If something didnt come through they will never make up the scale or consistency but could help with additional debt. I hope that answers your questions, president yee. Again. Bla. Budget legislative analyst office. I want to respond to your comments about putting the funds on hold. I do want to point out that we have two reserve recommendations in our report. These are on page 5 and 6 of our report. Number 9, department of homelessness and housing. 117,000 almost 20f did tds or temporary positions. We recommend placing these on reserve. The department is pr proposing november of this year. These will be ongoing. We recommend Staff Support to be provided and that the department should come back to request authority for these positions rather than temporary salary. Second reserve recommendation we have is recommendation that is number 10. Two year ongoing recommendation. In the first year it is 2,867,839,291. On budget and finance committee these are all to be funded through prop c pending receipt of funds. Ongoing second budget year amount. [ inaudible ] i wanted to call a little bit of attention to that. We recommend putting those prop c funds on reserve. Thank you. This is helpful. Actually i think is dependent on that happening. Thank you. Any more comments or questions from colleagues . Chair fewer. If i could note that president yee asked about bottlenecks. The Citizens Initiative and so the prop c Committee Formed and staffed by the Controllers Office will govern the use of these funds. The intention is to have citizens in control but also to prevent bottlenecks. I am concerned if we need to come back to the board of supervisors certainly we would like to come back and provide updates. If we have to come back before we send money we spend money, we will not make the timeline. I would refer to the committee if that is something they are seeking in terms of Board Governance over the committee. My understanding that is not the intention of prop c. I will defer to those who worked so hard on c. Okay. Thank you very much. I have a couple comments or questions for the bla. First, i understand there were 19 currentvay ca current seven t starting. They are asking an additional 36 and they recommend attrition and reductions for the timeline for these positions. These proposed savings are only for 13 of the 55 positions currently vacant. For the bla. Why limited to a handful of current be new positions . Were there additional recommendations made to the department . I would need to confirm with the analyst for the exact number. I do believe there were additional recommendations. There is a back and forthwith all of the departments we work with to come to an agreement that would be appropriate recommendation for the budget and Appropriations Committee that does represent less than we initially looked at. It could mean that we could have the department join us again for further conversation about this, is that correct . You could give us the additional recommendation you gave to the department, share with us those recommendations . Yes, we could provide Additional Information about the initial recommendation. Thank you. Chair fewer we are prepared to share the conversations we had with the bla on this topic if that would be helpful. In our conversations with the department, i wanted to say what exactly are the proposed 36 new positions . When do you anticipate completing the hiring process for them. Deputy director can give the details from the Department Perspective and relay the details for the bla, of course, referring to anything bla related. We heard you loud and clear, chair fewer, about belt tightening. This bla report represents a further cut and belt tightening for hsh. Specifically in areas of general funds taking any savings and repurposing it so that we can protect existing contracts and services. It slows down significant numbers of positions to allow for savings. It really focuses on both the maintenance of existing services and the expansion. I think those offer discrepancy which i will ask the Deputy Director to step into around the f. T. E. Good morning. Department Deputy Director of admins anadministration and fin. We absorbed several general fund positions. In addition through working with the bla we are taking 1. 4 million cut in our salaries based on what was proposed in the mayors budget. 660,000 of that is quite a lot of money for such a Small Department is attrition savings. Chair fewer, although there arent reductions in actual f. T. E. S. We have to slow down or limit our hiring to stay with . That attrition level. In addition there were a calculated f. T. E. Of 31 temperature positions that is a calculation based on temp positions. Some was for covid, 15 positions were for Covid Response to backfill those staff deployed. We have many, many staff in the field and at the ccc. Then there are additional amount on reserve pending prop c in case prop c is unlocked that we could start backfilling and hiring tenp positions as we go through the long city recruitment process. There are not 31 new people joining us. The bla cut those temporary covid positions by half. We have only enough money to backfill some of the most critical positions for those that are deployed. Staff will have to take on more and more and more work. We are literally at our breaking point from a staffing capacity position. This is, in my opinion, all that the department can both absorb responsibly and Going Forward with this aggressive Covid Response, moving existing funds out the door. If c unlocked to build capacity to implement c. As you heard in the bla audit, when we dont hire, money dent move as fast, not enough program monitoring. That takes staff. We are grateful for the bla partnership and that they worked with us to hear concerns and gave us something to manage. It is a 1. 4 million reduction over the mayors salary proposal. Thank you. I dont have to hire in this timeline. There could be more savings considering that your department has had a long reputation of not being able to hire and having a lot of vacancies. I am wondering if we could get more cost savings where in we have a budget that could more accurately reflect your hiring timeline. I see supervisor mandelman in the queue. Thank you, chair fewer. I share that desire to match up how much we are allocating to department. It from my perspective it seems undeniable this department has never had the administrative capacity it has needed to do the work the city has been asking the department to do for the last however whenever mayor lee set it up 2015 or whenever it was. Four years. There have been multiple studies from the controller, budget and legislative analyst office. This is my concern to set up new apparatuses they have never had the staff needed to do the things we want them to do. Now we ask them to absorb, as president yee, pointed out 300 million more a year to the pressing priorities. I have my frustration and disagreement how the mayor and hsh are choosing to allocate resources and insufficient commitment to the needs of the neighborhoods and the imperative of complying with the decision and whatever direction we are moving to send these hundreds of millions of additional dollars. If we spend them, they need more people. I agree with you, chair fewer, if they cant deliver in terms of hiring to make that happen, then we dont want to give them money to do it. If they cant do the hiring they cantdua we ask them to do. That is not good for the city. I will continue this next week. I am worried not giving the resources they need to get the hiring done they need to do. I think the conversation is not about eliminating fte. It is about a realistic timeline and cost savings in the timeline because these are a lot of positions that need filled. If you cant fill all of them in the first fiscal year or six months of the fiscal year, the savings in that. I dont think we are talking about reducing the total f. T. E. S at all. I would ask that we actually have this Department Come back to us after we are able to have more information from the bla and look at the original recommendations. This is just what i am concerned about. I have spoken to you, director, about this earlier when we met. Just about the reflection that your budget actually reflects the actual ability to hire on this timeline and there is a cost savings. I meeting with the f. T. E. And i want to take a Temperature Check with my colleagues around the two policy recommendations that are brought forth to us. I think they are fair. Chair fewer, if i may. I am sorry to interrupt you. Please let me finish. The procedure normally is the chair calls on the speaker. Thank you. I would like to say that i think that when we are looking at these policy reserve recommendations, i think that if we place these funds because of the kernels of president yee, the concerns of president yee. It is actually released through a budget recommendation or release. We have had that many times. We put many things on reserve as a budget and finance committee and that process is not unwildly or wieldly. I would ask colleagues to adopt. Do a consensus. The policy recommendations to put the money from the prop c because, you know, as president yee said, it is dependent, to put the reserves to adopt initially adopt the reserve recommendations for this department from the bla. Apologies for interrupting you. I think for your department as we noted last week this is the first week actually starting today is the first time we have an hr team that is full. We have had significant losses on the hr team, one tragically. Between that, the mayors Budget Office and dhr, we have struggled with hiring. In our collaboration with the bla and supervisor fewer my direction to my colleagues at hsh after you and i spoke was to create a staffing plan that was realistic. It needs to be aggressive. President yee asked about bottlenecks this. Is it. If we slowdown hiring which has happened to hrs for four years we will not be able to unwind from a fiscal perspective the city will be at risk and from a mission perspective people will be exited to the streets. We have staff on the verge of quitting, we have lost staff, we have medical leaves because of stress and train, staff at all level working 80 to 90 hours a week. For many in the city that will start to return to normal as we make progress on covid. For hsh, we are just beginning to gear up what we need to do to take care of people we have brought inside. We did slowdown significantly and tried to make it as realistic as possible. It is aggressive. We have have the hr team to do that now. We have the support of the mayors Budget Office and the support of dhr. If we lose one of those things, we will not unwinds these effectively. We will not expand permanent support of housing as the entire board. I am emphatic. This has been the major obstacle from hsh from day one. We have an opportunity to slow down a little but if we slowdown further, we will not make it. I appreciate you allowing me to interject how emphatic i need to be. If i come back in a few months to tell you about the bottle necks. Even with this pace, staffs is it. I appreciate you are not suggesting we cut back f. T. E. Slowing down is cutting back f. T. E. , and the hr team will have to work harder than they have ever worked before to make these hiring goals. I have staff who are here. I have to kick them out of the building at midnight by phone. I have staff in the field who cant come back to work on housing people because they are working at sites. We are stretched so thin we will break if we slowdown further. Thank you. We dont want you to break absolutely. We also do want a realistic hiring timeline. I want to say that hsh we have funded these positions year after year and this are not filled. Today we are changed and we can hire all of these people with aggression i o aggressive timeline. If we take the history, that is simply not true. We are not cutting positions. As i said before, we would just like to have a realistic timeline, realistic achievement on this very aggressive timeline and could there be cost savings because you are not able to meet this aggressive timeline . If you look at your department from years past and i have been on this committee the third year. We see this repeatedly the problem funding, funding, positions not filled. All i ask is a realistic timeline what you can achieve as you selfadmitted a very aggressive timeline. President yee. Let me get clarification here. In regards to the budget for these positions. Are they for the budget . If i may, president yee. We have modulated the positions in our budget with the bla, new positions are budgeted to start in january or budgeted in temp salary. To your comments and chair fewers comments, we had a long standing conversation about this. This year since october 2019, we have made 44 appointments. We are filling positions. We are not retaining staff because of stress, medical leave, economy before covid where people were moving up. We are doing too much turning, supervisors and we need to hit a steady state. It is not the same positions unfilled for four years. I want to clarify that. We had three losses in the department where staff passed away. I have never experienced that in a job. To have three staff pass away within a year, that is disruptive, stressful for the team, and i appreciate your time. It is modulated through the year. So i wasnt arguing. I think what you just said is what i was hoping to here. It is modulated. You have taken into consideration we are not going to hire everybody immediately. That is what chair fewer. I wont speak for you. It seemed like what you were suggested. If it is budgeted that doesnt make sense because we cant hire right away. If you took that into consideration i am okay with it. I think that gets to what chair fewer was going after. I dont want to speak for you, chair fewer. That is what it is. President yee that is why i wanted to ask the bla whether or not that was the actual hiring. Supervisor ronen. Thank you, chair fewer. I just have to take a moment to express frustration with dhr in general. This is the story i hear from every department. It is beyond frustrating that a department that has so many resources that is responsible for hiring citywide has not had the leadership to fix a hiring process that is impossible. I had to get out my frustration. Having said that, i am wondering what makes you confident that this time is different . You need internal staff to recruit, to interview and to make choices. You need the mayor to okay the recquestion session. Because we appropriate if the mayor doesnt okay, you cant hire. You have the ok from the mayor, is that correct . Any reacquisition that comes to hershey is goinher, will she im . That is a major reason why people cant hire. The mayor doesnt okay it. I want to find out fro i do notw how to pronounce your last name at this point. I apologize. If the mayor will sign off on that immediately because of the situation that he described . Happy to speak on that. Ashley, acting director. Because of hiring freeze that we have put into effect our office is reviewing every position. Knowing thi this is the top priy of the city this work moves forward. We understand the work that the Department Needs to do to make progress on this. We still review everything, do the Due Diligence and check to make sure it makes sense fisca fiscally and operationally and as part of the departments priority. We have been moving forward because of those reason. There is a lot of work to be done and we want it to happen. You expect to move hsh hires rapidly . Yes as rapidly as we are able to to ensure the Due Diligence. I understand that. Chair fewer is bringing up really good points. We need to shave off every cent of every budget that we can. Not only do we have to, we will. We need assurances in the world. I am with chair fewer 100 on this. If this timeline is incredibly aggressive timeline that she just said is aggressive can be met, other wise we will cut the budget further. We need to hear from you that this continues to be the mayors priority and despite Due Diligence it is a priority to ok the hires as quickly as possible. I can confirm that. Fantastic. The third thing is these are Civil Service positions . Through the chair, i wont speak to one of your points what is difference or hsh. I appreciate the acting budget director and we had that commitment and a partnership. Hsh has a full hr team and as soon as we get the green light from the Mayors Office we move quickly and take control of exams and processes like that. The one thing to note is in my plea to you i wouldnt call this incredibly aggressive. This is realistic. What is aggressive is the homelessness Recovery Plan. The hiring required and timelines are realistic after we slow things down and cut back with the bla. I want my words not to get merged. I know tha that is not what you tried to do. We want to be aggressive in Program Development and to supervisor mandelmans point we need to be realistic and hire as quickly as we can. I will ask the Deputy Director whitley to speak to the status of the positions. Quickly. Hiring in the city moves at glacial pace. It is a broken system. That is why i am frustrated. You are not the only department that faces this. This is why this committee is sick of year after year allowing these positions when our funds for crucial life and death needs of the community and then the positions never are hired. Wheri agree with chair fewer 10n frustration and skeptical after sitting through years and years of the same thing. Thithis is the worst budget yeae have been through. Our job is more crucial than it has ever been before. I think you go correctly the first time. I want you to achieve it. Dont get me wrong. I want you to hire every position you want to hire and be successful and aggressive. I just also really am hearing our chair who is absolutely right. You have to understand the situation that we are in right now. I do not trust the dhr department at all. I do not find them very effective or helpful. They change the rules 15 times during one hiring process. I have to trust that you have the ability to push it through despite dhr, not because they are going to help you. With that, i would love to hear. Are these Civil Service positions . How are you setting up the testing to hire the positions on this timeline . Sure. Thank you. Most of the growth that you are seeing in our budget those 30 some fte on temp salaries is to backfill people. Those are temp six month positions. We have over 1 million of folks sitting in temporary positions somewhere stuck in the permanent exam process. We have hired two dedicated hr positions that are 100 focused on our exams. A lot of what is happens is people that have been stuck in temporary positions who will be appointed to the permanent position and in terms of growth in our budget, it is around just who can we bring on to quickly backfill for six months or so . It is not that we were going to be running, you know, all of these recruitments as permanent Civil Service that takes nine months. That is not realistic, not what the budget says. We have a new it position. A wonderful person sitting in the role about to expire. We want to bring her on permanently. We have a huge expansion in facilities. We are short staffed in facilities. There is a list. We want to hire off the list. It is those examples. The bulk of the growth is simply temp backfills that will move quickly. Thank you very much. I think this brings us to and supervisor ronen if you would like the department of Human Resources to come back in . I dont think the solution for this is every department who cannot hire in a timely bases gets their own hr department. It is not functional. It duplicates what the department of Human Resources should be doing. We have heard the argument that you have an aggressive timeline to fill. We have past experience showing us that you cant fill that and you havent done it in the past. We have budgeted positions and up empty positions every year. However, i have heard from colleagues. This is one of the number one pressing issues facing San Francisco. It affects everyone in San Francisco every day. This problem is huge. If we dont get people in the positions it is insurmountable. I am saying to you we are going to put faith in this. I want to say that i this is a leap of faith. I will not be option o will nott year. If you wish to keep this money in your account for the full amount you agreed upon with the p. L. A. , we are counting on you to fulfill your promise to the residents of San Francisco to get these people hired and have an affect on the homeless situation of people on the streets. I want to say, colleagues, on a leap of faith. I also want to point out we have not seen this actually come to fruition in the past and we have funded positions in the past that have gone funded and not fill. I think she has made the promise and this is an agreement and covveryment with the rest of you who will be legislators in the years 20212021. I am in the richmond. I feel like i know all of you better than i did in february but i want to highlight that ive been listening all along and i have a lot of concern and getting through this has been very hard. I want to acknowledge all of the folks working, including yourselves but, certainly, really a concentrated number of about one thousand people out of 40,000 people who have really been in the trenches since february and we have to look out for them and, you know, i think thats what you heard a little bit from my colleagues in the department of homelessness and Public Housing and much of the work we do depends on theirability to perform and so, they certainly have my support and we appreciate you supporting them. Any questions for mary ellen. Operator press star three to raise your hand to ask a question and star, star. I just wanted to bring attention to the supervisors that this was revised and reissued last night just to make sure that everyone is reviewing the same there was nothing technical in nature and there were no i dont think there were any changes that the department was not aware of. With the reserve recommendations, just real quick, we are recommending placing 50 of the funds that are in three separate recommendations for the covid19 unified command and Emergency Operations center and the joint Information Center on the budget and finance committee reserve and the first is for temporary salaries managed for Fringe Benefits and project funds. For operating and security costs, the second is for Public Outreach and messaging at the joint Information Center and the third was a recommendation for overtime expenditures. The justification that is in many cases, the true cost of the operations in the budget year is unknown. In addition, there is a possibility that some of the operations may decrease at some point during the budget year as the city shifts from an acute Emergency Response to a more prolonged response with lower intensity and so we recommend that placing the funds on the Budget Finance Committee reserves, so that the committee has the opportunity to review the Actual Expenditures to determine whether its necessary to sustain the lef level of fung throughout the level of the year. That is number three. Is that correct . It would be three, four and five. The 50 is three, four, and five, yes, i see, different budgets, got it. And miss carol, you are in agreement, your department is in agreement with the recommendations and the budget recommendations. Is that correct . I am. And no one will be happier than me should the circumstances dictate we do not need the funding, but well see how things go. Thank you. And then i just want to refer back to the budget conversation with hsh. Its not that we dont want to give them the money. We want them hired because we know they need the people to do the work. And so, having said that, i see general consensus with my colleagues and i would like to direct the Controllers Office oh, president yee. Sorry for not putting myself in the queue. Nothing, i just wanted to thank mary ellen for all of the work we have stepped up to do. I think we all concur, director, its nothing short of miraculous of what youve been able to do. We now have our public defender, jaju. Thank you, president , and board members. Good to see you all. We are accepting the recommendations of the budget analyst and we want to thank the mayors team, the board and budget analysts tor all of your extremely hard work and we deeply appreciate your understanding of the challenging and crucial importance of the work of the juvenile adult integration wings of our office as we continue to fight for and building with the most vulnerable communities of our city. Thank you very much. We appreciate your work, too. Colleagues, any comments or questions for our public defender . Seeing none, i just wanted to say, mr. Controller, please fake note to set the recommendations for this department and public defenders, thank you for your work and thank you for joining us today. Thank you. We next have District Attorney bon irk ne. Ine. District attorney attorney, are you here . We will take out of order, then is this the office District Attorney . Yes, District Attorney bodine is logging on and should be on in a second. Oh, there he is. Good morning. Good morning. Thanks for joining us. I seem to be having technical difficulties and can you hear me . I cannot hear you. We had this problem last time. I want hear you if i watch on the tv on youtube. Let me try reconnecting. It worked last time. I see your lips moving and i do not hear you at all. We will take the Tax Collector next and give you five minutes. I so wish i were good at reading lips. Madam clerk, can you please assist . The meantime, we will now call on a treasurer sineros. I see miss shaw is joining us and thank you. And what say you about your budget . Hello, chair, and supervisors and jose sisneros, and im pleased to report that the Treasurers Office is in agreement with the budgets analyst and with that, we work like to thank the budget analyst and the mayor and we look forward to partnering with you and bringing if all of the revenue to help the city survive and thrive through all of the challenges its faced with. Thank you very much and my comments or questions for our treasurer . Seeing none, i want to thank you also for your forwardthinking programs for the city of San Francisco, for the more vulnerable residents and any more comments or questions . Seeing none, im seeing general consensus. Please take note of the committees intention to set the recommendations for this department. Thank you and thank you for joining us today. Do we have District Attorney bodine back . Yes, supervisor fewer and the second time is a charm. Apologies for the difficulty and thank you for your flexibility. Thank you for joining us. Good morning. I would like to thank everyone involved in working with my office in what was my first budget process as a department head. I specifically would like to thank andrea lynn, ashley rother berger for the time they spent working with us in the long budget season. I would like to thank the Budget Analyst Office with their budget work, as well. I am pleased to report that after a lot of hard work, we are in agreement with the budget Analysts Recommendations and i welcome any questions from the chair or other members of the board. Any comments from my colleagues . Seeing none, ok, i think that i would like to, as a Controllers Office to take note that the committees intention to set the bla recommendations for the department and thank you for joining us, District Attorney bodine. Thank you, madam chair and thank you members of committee. We have development one. Thank you, chair and members of the budget and finance committee. Were happy to report that we are in full agreement with the budget and legislative analyst. I want to thank the budget and legislative analyst for all of his work, together wor working h our office and dillon smith in coordinating between your offices. So thank you. Thank you very much. Supervisor walton. Thank you so much, its good to see you, director torez. As i look at the bla report and i see the 21 million that is being recommended to be placed in the reserve, what is the purpose of that . The purpose of that is to provide the opportunity for us to share with you at the board level the public process and determination that were made about how the dollars were allocate. As weve talked about, this is a communitylead process and together and through a framework established by the mayor and Human Rights Commission and director cheryl davis and this is our opportunity to come back before those funds are expended with the plan and share what the priorities ended up being for those funds. So i want to make sure that these recordingses get to the community as quick as possible and i want to make sure its a transparent process that is continued to be facilitated by the hrc and, of course, let by the black community and i think putting these resources on reserve may hamper the ability of the community and your office, quite frankly, to move fast enough as we want to make sure that these investments reach the community as quick as possible. Whatever flexibility the board would like to provide us with in terms of this that meets your Comfort Level in terms being able to move expeditiously and were happy to accommodate. I ask we not put the 21 million in reserves and let the hrc, oewd, the Mayors Office and, of course, with our leadership and oversight, as well, be able to use these resources as expeditiously as possible, which i dont believe will be the case if we put this in reserve. President yee . Thank you, supervisor walton for the punting thi pointing th. Im curious, if youre going through this process and just from my understanding, and youre almost getting to come up with a plan, expenditure plan. And thenis there a process invo . It will depend, president yee. There may be providers that were aware of that may be providing a level of service and depending on the level of the contract that we would have in place, we may have the ability to move faster with straight amendments for Certain Services than other opportunities based on Community Process and once again, to procure for services, as well, so there could be a hydrid model. It depends what the final recommendations of the community are. And then in regards to it being on reserves im trying to understand, will there be a delay . It seems like this basically comes and through a resolution or something to get it out of reserves. I think that we could come very quickly to this body and also to your individual offices to present memo updates where we are to provide the level of transparency both directly in conversation with you and, also, just to provide an update at committee that doesnt require a formal action for release of funds that may slow down in administrative schedule and calendars, et cetera. Yeah, is mr. Controller, are you there . Yes, i am, mr. President. And in getting things out of reserve, how much of a timeline does that take, especially when you know the plan is under ratified . It tends to its a fairly short process and it is typically the Department Requests the release of the reserve the prior week and typically calendared to the budget and finance committee and thats the final action. The budget and finance Committee Takes that step and it doesnt need to go forward to the board of supervisors. We just went through this and it was our budget and finance committee, we had something on reserve for puc, and we voted it and it was released meal. So it doesnt have to go before the full board but comes to the budget and finance committee and they release the funds. I think its pretty immediate, about a week or two, but with the puc, it was quick and we just voted it in that meeting and the funds are immediately released. President yee, there is a sense of urgency, most specifically to allow our offices to move as aggressively as possible, as transparently, as possible and i think theres a great opportunity for us to satisfy both by giving us the flexibility to move quickly and reaching out to your offices and reporting in realtime to this Committee Without having to go through the formalities of a reserve. We can satisfy by moving aggressively in that matter and the transparency the committee would like to see without having to wait the extra amounts of time. The only reservation i have about not only it on reserves is its not just this particular program, but there are all these other programs they want to put on reserves. The argument could be the same argument and whats the point of putting it on reserves or not reserves . It doesnt seem like its going to really present that much of a challenge to get it out of reserves. And that is my take. If i felt like it was really a long time for this step to be taken, i would probably support supervisor waltons suggestion, but it doesnt seem like it does and i think it has the impact on other efforts that we make and putting things in reserves. And thats where i am. Supervisor walton. Thank you so much, chair fewer, through the chair and i definitely understand your concerns, president yee. One thing i want to note, too, theres another recommendation from the bla that is going to affect these resources and that will go to a department that is more bureaucratic and would not move resources as quickly as they wed them to go because theres a recommendation for 36 million or so to be put on reserve for the department of Public Health or some of the resources for the community as identified, resources that will go to our investment and, again, im going to have the same conversation tomorrow and not support those resources going to the reserve for dph because of the bureaucracy thats involved. And youre 100 right, typically this would lead to some type of precedent but as we talk about investment if the black community and as we talk about all of us fighting to make sure that these investments have been for the black communities, whether its a oneweek delay, twoweek delay, i think we dont need these delays and i think that we will make the department, along with the Mayors Office, push the transparency process and what director torez offered in providing memos and resources, what theyre doing is definitely something that is acceptable and i would say that it will have to happen the same with with the department of Public Health, but if we put 36 million on reserve and wait for dph to go through the process, well hamper the investments in the black community. And so i wouldnt want to do it to owd or dph, because if we have a conversation about doing something thats equitable for each department, its the same thing. And definitely dph wont move as fast, at least historically, theyve never been able to demonstrate that. I would love for these resources, once there is a process of how theyll be procured, where theyre going, to get out in the fastest way possible. And so, let me not push back, but, actually, i was going to suggest something the o opposite of this for another chunk of money that well be discussing tomorrow, which is another couple hundred million. Whats the rationale in the first place to put it on reserves . Thank you. As president yee, as you have noted, these are this was intendedded as formality to draw the department back to give more details on the large amounts funded. And we specifically ask that the money be placed on budget and money reserve with detailed spending and procurement plan and timeline, following the Human Rights Commission lead consultation process. As weve been discussing, as youve been discussing, the part of the 120 in fund by the mayor, for reinforcement to address racial inequalities, and given the significant amount of funding, the lack of additional staffing to manage the funds and limited detail on funding allocation or information on the Public Consultation process at this time, we do believe that the budget and finance committee should review before releasing the funds. So, basically, what were doing is recommending that the committee ask the department to come back with more details regarding the 21 million in funding. Through the chair, supervisor walton, are you going to be involved with the planning piece or is it separate from your office . My office is 100 a part of the entire process. Of course, how we can be legally involved. And this is something dear to my heart and something that we will oversee every step of the way, working with the Mayors Office and working with the hrc and participating intimately with the process. So let me change my mind. Is that ok, supervisor fewer . Yes. I wanted to clarify that any expenexpenditures over ten milln dollars have to go back to the board anyway. If you accept this, the controller can correct me if i make any inaccuracies, but that you are approving the expenditure of the funds now. You know, president yee, i think that the intention was to have some oversight also to make sure. I think that weve seen the Mayors Office of Community Development and some issues there and the lack of oversight and i think that when we give this to the departments, and the departments change, Department Heads changed, it is sort of this this isnt a small amount. Itits a significant amount of money. But i also have to say that i thought about this, also, because i heard that supervisor walton did not want to put this in reserve. And i have to say that one of the reasons i was thinking is that this is why we havent fully funded for the black community is because the board has not actually given oversit to any of these things. We give it to departments and we dont see how it plays out and i appreciate that supervisor walton will keep track of this and i will say that it is the one thing that i am sort of concerned about, because time and time again at this Budget Committee, you have asked what are these poor africanamericans, what are we do . And they tell us and yet, it doesnt come true. So how do we keep this amount of money really accountable through this purpose . Because whenever there is money on the table, you know, everybody comes to the trough and how do we make sure . So supervisor walton is saying, oh, the Mayors Office and i will do it and hrc, well do it. I think the intention of this was not to say that we would not fund anything. The intention was to say about the putting on a reserve is that can we make sure that its going to happen as a board . Because so many times it doesnt. And when we put things into the budget for departments and we find out and, actually, this comes through our lack of followthrough and commitment of impact on the monies. Dtime is time again, we allocate to the department and we see who were leaving behind. We have seen generations left behind and i think this i this e one piece. I am open to this and listening to supervisor walton, who was is leading some of this effort to be that you hold everyone accountable but it will be him and not the rest of your committee to be able to hold the departments accountable is the mayor accountable, too. That is also the other side. Supervisor ronen. I think supervisor walton is fighting for the request of the committee and i support it and i appreciate the discussion youre all having. But. Thank you. Supervisor mandelman. Im echoing some of the thoughts of my colleagues and i totally on the one han, this ihand, thisis a large sum of mod were allowing a Community Process to determine where that goes is unusual, but these are unusual times and i think that theres two challenges having this come back tole board and one is the time issue and just the additional delay at these different apartments that they have to set things up for board consideration of items that are on reserve. But theres also i would hope we wouldnt do this, but if something has to come back to the board each time, theres an opportunity, particularly in tough budget times, to be figuring out if these really are the best set of investments and redirecting or rethinking and i think that is what we do with things on reserve. Thats the whole point is evaluating whether the investments make sense, sense we put it on reserve. And i would imagine that the community that is obviouslied in and has fought to have this money set aside is not enthused about the prospect of an overwhelmingly not black board of supervisors eva evaluating wt it should be for the black community Going Forward. And i hear supervisor waltons reservations and i think theyre probably well taken. Yes. So, having said that, supervisor walton. Thank you so much to all of my colleagues. I mean, i do appreciate this thoughtful discussion because we do have a job to do and i just wanted to say that, im not proposing anything that would preclude us from having that oversight and from being able to do our jobs as a body that has the obligation to make sure. But what i am saying for this particular part of the resources as a nonprofit director and a black leader here in San Francisco, this, believe it or not, could slow down the process and be arbitrary to what we, in fact, intend to do and thats provide a major investment in the black community. I think that director torez has given us a roadmap on how we achieve that oversight and transparency without us having to put this on reserve. This is more fastpaced than weve moved in the past about,t this is owed to the black community that has suffered from a lot of injustices even here in San Francisco. It may seem fast paced and quick, but the reality of it is that this is something that we are behind the curve on and im thankful to this board for all of your leadership and support for us to be able to get this far. And i just think that is one additional barrier that we dont need, particularly when director torez has provided us with the response that i think gives us the transparency and oversight that we would need to make sure that the investment is going exactly where the community and all of us want to see it go. And so, thats just my last statement on this. Thank you very much. So, i also think that the reason that we have things in reserve is because we actually want some oversight. And is im going to suggest that director torez its not a memo, but a report, at least a report about the funds. I understand that it is also dangerous to put in the hands of the board. We have a board that is white and i feel as though it is a really dangerous thing. And i get it. But i am going to hold supervisor walton accountable to exactly what i said to director stewart kahn, is that i am trusting you that you will make sure that this process and allocation of funds has integrity and honest cit honests lead by the people that will benefit from this. And so, this is an amount of money that i think that small amount of reparations, that, supervisor walton, that we will hold you accountable to doing this, because we cannot also depend on our board of supervisors or even the elected officials. We know you and we know you have integrity and we know what you want to accomplish. And so i would suggest that, perhaps, there is a report that comes back to the Committee Just about the expenditure plan or whatever youre going to put in the memo and its much more official and that everyone has a copy of that. With that, president yee, i see you request to speak. Thank you, chair fewer and thank you for this discussion. I think theres been a lot of articulation around this issue. And again, for me, it was like trying to work through my head to say that on one hand weve header over and over again from different individuals and where is the oversight and where is the oversight . And why is money being spent about consolidating the legislative branch. And so, i have to resolve that and thats why i started to ask, well, are you going to be totally involved in this. We need somebody from the board of supervisors to represent our point of view from what we need to be doing during that discussion. And its really hard to say, trust me because people have said that in the past. [ laughter ] and supervisor walton, i do trust you, but again, as a general thing, i just dont want to haunt us in the future where everybody is saying trust me and then we find out, oh, my god, why did we trust him. But this is really unique and different and you have a community that is totally mote motivated in this. And so, my feeling is that in the communities are involved, this is what we need and that our city is going to respond and say, ok, we hear it and lets support it. And i agree with chair fewer that if the board can actually get a report before the expenditure happens, im comfortable with that. I mean, thats basically what we wanted, anyway, to say, you know, hey, if theres something to point out that doesnt make sense, maybe it doesnt make any sense. This is why we put our trust in you, because you have a seat at this table here and, you know, you have to have some power, actually, too. And then i werent to say director, torez, this is not a reflection in your department. We justda know. Just dont know and its never personal. We have trust in you today, but i want to say you could be going to the white house and we dont know and who will take your seat and this is why we put this this is why we are requesting this report and, also, were putting so much pressure on supervisor walton. And i just want to say that i think that, you know, we have promised our community a lot in the past and we have not delivered. And i think its from the skepticism. And this is where we come from because we have seen it and this is how we got here today. These disparities didnt happen overnight. This is decade after decade after decade. The city is no different than our Public Education system, where we saw that decade after decade, also, with our Public Education system. Having said that, i would like to ask the controller to take note of the committees intention to accept the budget recommendations for the department and that, mr. Controller, we are crafting a new recommendation, a policy recommendation, about a report to come back to the board on the plan that is going to be propose. And so, but we are rejecting recommendation number seven, the reserve recommendation, but i want to thank you for the recommendation and for the hard work on this. Chair fewer, thank you so much for the opportunity and thank you for the charge. I just wanted to leave you with two quotes that haunt me right now related to the urgency of this moment and one is from shakespeare, which is that time where it keeps arms for oblivion. A great size monster of ingratitudes and those scraps are good deeds, passed, devoured as fast as they are made, forgot as soon as done. Perseverance keeps honor bright. On the second one is janet jackson, what have you done for me lately and that will keep me moving through and through and im honored to be here. Anhere and werepleased. And were pleased to have you. Can i just say how much we love director testimon torez. We love you, torez let move on to city planning. Director hillis. Good morning, chair fewer and supervisors and thank you again for your work in a tough couple of years and for the budget analysts work. Weve been working with them over the last week and happy to say that we are in agreement with their recommendations that theyve performed. Thank you very much. Any comments or questions for director hill irs s. Is. Can you please take note for this department. Thank you. And lets move on to the department of police accountability. Director henderson. Are you better today . About the same but ive taken less medication than before and so, you got me. And im really let me just start by saying im irritated to having follow mr. Torez and i feel like i want to play a little music as an intro just to have parody of engagement with the process. I wish i had known. I would have had, like, backup dancers for this presentation from my staff. But let me just start off by thanking everybody, my team that helped to put all of these documents together and thank you guys for the intention. I know what this process is like from 50 plus departments reviewing and analyzing documents that, you know, from your perspective, have to be secondguessed and examined with a microscope to figure out what is really going on and tie it on to the bigger picture. I know what that process is like and i want to acknowledge the hard work that goes into this process on both sides, from my team and from you guys. I want to thank the mayors budget director and our budget analyst, camilla, as well as the bla analyst that worked with my department very closely over the past few weeks, nicholas menard. Our department has reached an agreement and we are in agreement with the budget Analysts Recommendations and so, i want to start off with that. We are in agreement so theres no confusion about that. I want to remind folks, a number of issues were raised in the last conversation that i wanted to respond to, just that we had a record of some of the questions that, you know, i was under a little bit of medication and trying to dance around. But i wanted to make sure that you guys had the exact and specific information about some of the issues that you raised, especially as they related to the budget. My team has worked extremely hard over the past year and, specifically, over the past few months, handling cases beyond their regular caseload. This is ongoing, related to the policy work and with the commission has not been small. And so, thats what i have to say. And thank you for your time. And attention to this department is the important work were doing on behalf of the rest of the city. Thank you very much. I have one question. There was an audit for use of force and discipline that was mandated in 2016 and it still isnt completed. Whats the holdup on that . Im so glad you asked. It actually is completed. As you recall, when i came to this department, not one thing had been done, zero, nothing, not a pen to paper, nothing. So i built that unit from the ground up and the work is actually finished and completed. I did and published a review outlining the work and where we were when did review come out . In the spring. Just summarizing what the work had done and to be expected from the audit and right now the audit is going through the secondary and third level of review. As you know, an audit is a legal term of art well, if you didnt, i didnt know. But its a legal term of art that follows a specific process and a very specific level of information that has to be counterchecked and counterchecked benefit. Whilagain. Were at the third lef countercheck which is the final level and that entire report is likely to be disseminated and produced and published midseptember. Thats what our target is. The work is done. The work is done. Im talking to my chief of staff so i dont mess it up and tell you things that are incorrect. I want to be clear and accurate. I do know the work is finished. Ok, could you please send us a copy, every supervisor when its completed. Did you have something to say . Certainly to add and to apologize, this report is pending on my desk as we speak. So i think mr. Henderson, in some ways is covering for my personal failure to get through of this report and it will be done in the next couple of weeks. God bless, you ben. I want going to dime you out or snitch on you. I was getting real close. We are done. Thank you. Any comments or questions from my colleagues at all . Yes, supervisor waltop. Thank you, chair fewer and always great to see you, director henderson,and i think youll get parody in terms of engagement like director torez, as well, during this conversation. There are some things that i did want to follow up with you on from our discussion last week. I know we talked a little bit aboutle numbeabout the number ot have come to your office from the Sheriffs Department and so first, i was curious, out of those 36 cases, how many of them have been referred to how many have been referred from sheriff hennes seconey and sherf miomotto. The initial cases as they came were three. And there were three cases that were referred. But that is not how you do the investigations. Once you start doing one, you cant compartmentalize it. If, say, for example, one individual actor was reported, right . Or someone makes a claim against one individual actor, as you start investigating, it is typically the case that that individual actor was working in conjunction with other individuals. And evaluating that behaviour uncovers other behaviours associated even with that same incident that are also transgressions. And so thats how the initial complaints that came from the Sheriffs Department initiated from the Public Defenders Office conflated into 36 separate vacations. But i wanted to anticipation youto answer yourquestion fullys brought to my agency was just the three complaints and so of those three, those 36 investigations took place all from hennessey and then there were so far, there have been none from miomotto, because we are waiting for the loa, the letter of understanding, to kick in and we do have the new case that came in. Is that under miomotto or hennessey . I think its miomotto, because i think thats recent because that comes to us by default for jurisdiction and i would credit that to miomottos administration. But right now from sheriff miomottos administration. Beyond the incustody depth. And my understanding is that the mou says that the sheriff has to request for dph to intervene and you have the right whether or not to accept. And so, im trying to understand that how that is independent over the sheriff, if they get to determine what the heck you investigated. It. It was both with your office and folks in the Community Calling in, was that jurisdiction needed to be defined independently and so, it was not an evaluation as to whether or not this is something that gets oversight or review at all, but that was kind of the point of having the lou in place. The new lou allows us to take complaints directly from the community and from folks that are identifying problems beyond just a subjective review of the sheriff, whomever that is at the time or leadership from the sheriff. Thats one of the key component. Whats the status of the 36 investigations a year later and how has that been shared with the public . Because does the board get a report . Does the public get to know . We dont. So the information as defined from the mou went back to the Sheriffs Office and, again, youre talking about all of thenings in the lou which changed which was one of the priorities of the lou, outlining how do we even get credit for the work is shining the light on the work that was done with these investigations. So building out that transparency was a big part of why we worked so hard to try to get this lou in place. And so, moving forward, that lou outlines how that is transparent both with reports and presentations that show the actual work so that the agency this agency gets credit for the work that is being done or that was done in conjunction with the Sheriffs Department. But i think its also open for individual elevation in case the board or the sheriff wants to specifically target that work to have either hearings or define what and how those reports look like how that the door is open or its been presented or packaged this the lou beyond all of that. So i think its an open question or an open opportunity shaped on the transparency being defined for the first time in the lou. But to your question, just so im not dancing around it, that was not in the mou. That was not a level that was included in the original mou. By the way, we were not in the room. So dph didnt put together the original mou. The understanding of what was going to take place was the sheriff independently and the Mayors Office independently and, again, the Sheriffs Office, the Sheriffs Department has the sole discretion because theyre state actors. So we had very little jurisdiction and i didnt even have knowledge that this was evolving or it was being created. Just a brief statement and i have three questions specific to the Police Department, but this is 100 why we need this Charter Amendment for more sheriff oversight to bring in community, create an Oversight Board and to have an office of the Inspector General that does its own independent investigations, just because of all of the barriers and things you just named with your office and with the Sheriffs Department. More specific to Police Department, what would you say the dpa has done to to address and implement the 272 department of justice recommendations . We have continue dod our work and it has been a perm frustration thapersonalfrustratt allowed to be at the table for those decisionmaking evaluations, nor were we engaged for the first part of that process, at all. And we were specifically excluded from that process and so that was a challenge and a difficulty, you know, from the very beginning. And we continued our work with the working groups that was related to many of the dojs and we, on the backend, i will say, what we have done actively, while we werent a part of the initial work was stay engaged with hillard he rbgin and coordinating and inviting them in to share with us where they were to share the light on our perspective on the information they were receiving and what we were told by the department with the information that they were given. But, you know, thats what has happened in the past. I will say that our work directly in terms of measuring our work as it relates to what is going on with doj while excluded in the first phase, it was the working groups, our policy recommendation, our ongoing work with both the Police Commission and community to keep them updated, but it was remote but updates from the doj process, which was independent of what dpa was allowed to do. And so its been a frustration, but it didnt stop our ongoing work, if thats what you are asking. And how often does the dpa file charges on officers with the commission some so what percentage of cases that come before you do you actually file . I dont know the percentage offhand. I thought i answered some of that in the questions with all of our staff. With asking about the department or with the commission . Im sorry. Dpa, in terms of the complaints that come to your office, how often do you file charges against your officers some. With the commission or with the department are one in the same. Theyre not the same. Theyre different levels. Thirtythree currently with the chief and 13 that are currently with the commission and, you know, theres a spectrum and so, active cases that are beyond ten days go to the commission. If its under ten days, those cases go, typically, those go to the chief and the Police Commission never sees them. Is this the 126 . Yes. So 126 officers in 2019. By the way, these numbers in more detail are coming out in our annual report, which is also released when . Its on Commission Agenda september 9th. And its been done, but it has to be agendized and the board will get copies with the cover letter and summary. Supervisor walton, i just wanted to say there was a Police Commission meeting last night and as per last nights meeting, i think that the dpa said you had 380 open and active cases and 31 cases before the chief for discipline and 13 for the commission with discipline. Yeartodate, 530 case, 150 closed cases and 380 open and active cases, just to give you data. Thank you. Thank you so much. God bless you. Those are my stats from last night. The one thing i didnt hear from the staff is how many of those officers actually have been removed from the police force . Wow thats a good question, but its a tricky question because it is not an infrequent thing for in the midst of our investigation and what i believe is because of our investigation that folks will retire or leave the administration and so, those numbers are affected by things like that. I think there could be city solutions, but i think it speaks more to a state level about officers who are under the spotlight or who are being investigated leaving and transferring and going from department to department. Thats a whole separate issue of officers leaving the Police Department and then going to the Sheriffs Department, or moving over to chp or becoming an agent or dea or ice and thats a real thing that happens. In two of our cases just this year, recently, that has happened. You know were trying to fight that, the District Attorney and i, and, of course, make sure we never do i anything like that again. Please allow us to join you, supporting our community, supporters with that work, as well. I would like to be at the able to define that work with the specific examples of issues just to put a face on it so we see this isnt something that happens in berkley or fresno, but that it happens in San Francisco but it comes out of the work with the civil prosecution out of dpa and comes out disciplined process that we are doing. We want to try to make sure that we are not opening the door to our own department, hiring folks that have been through similar processes in other counties. We want to make sure that our own department isnt being complicit in supporting, participatinparticipating or nog that process as it happens to their own officers that are subject to or should be subject to further prosecution, evaluation or discipline based on their transgressions or behaviours in the city. Im happy to continue this conversation when you get the full report outlining all of the work over this past year. Thank you, director henderson and you have parody in terms of the conversation. I did, but i didnt prepare with, like, some white, great ending. please stand by . Okay. Some of the inquiries from supervisor walleton. I also provided the title 15 standard for juvenile facilities. Required standards for staffing what our ratio needs to be. Which is one counselor for every eight kids. I gave a breakdown of what our staff are working in the hall. I gave information about what populations each serve. The cooks and the servers that we have in the facilities. As part of that i wanted to delinear for you all. Delineate for you all what we have deployed. I bring that up because those are long term deployments at this point going to the calendar year. The last piece i wanted to share specific to supervisor waltons care is what does it cost right now. Im going to share the screen because i think talking about numbers without graphics is hard for people to track. Let me see if i can do it. We actually look at in. Last year that we just closed out, what it was really costing us to operate the facility. We broke it down three different ways for you. We did three different categories. Three hundred sixty five days, can you see my screen before i continue . Yes, we can see it. Fantastic. The second time period is precovid 19. The third time period is covid which is march through june. We broke that down for you because as of last week weve had a decline of kids weve seen in the system. You obviously see that when you see the daily population. I think the two most relevant time periods for us is what does it look like cost wise and population wise. Before we started responding to the pandemic. For the time period from last july through the end of february we had an average of thirty three point four kids. You can see the operating cos costultimately the average daily cost per use. I share it and break it down for you. The cost today looks very much like thisthat is reflective of the youth we have right now. I want to acknowledge that that time period precovid is typical for what weve had in the last couple of years. Its that framework. One another chor which breaks dt for state of community corrections. Its based on 2017 2018 data. I gave it to you for context. The cost is just above average for the nine bay area counties. Youll see that in your memo just because we wanted to give you two things. Putting together this data for you, we use the same mot methody just to have some consistency over time. That is everything in the document that i provided to you. Of course, im happy to answer any followup questions or any questions as well. Thank you so much. I think there are some supervisors in the queue. I just really want to appreciate how transparent youve been throughout this entire process. Youve been so acceptable and putting everything on the table and answering every question thoughtfully and fully. Its so nice. I just want to appreciate you for that. My understanding and this is from a conversation you had with my ledg legislative aid. Since weve started this budget process, four staff have resigned. The budget and legislative analyst has only in its recommendation reflected one of those four positions; is that correct . That is correct. Im wondering if you would be open and it wouldnt cause problems if we eliminated those other three positions . Absolutely. I think thats scipt wit thatsh the information ive shared with you. There was three resignations and one retirement. And then, you know, because so many conversations today about reserves and they look a little different with every department is what im realizing. I thought reservessometimes they are punishments or extra oversights. Sometimes they are for policy reasons. Theres not a one size fits all reason for why we put things in reserves. I cant tell you how much i trust and value your leadership. I know what an expert you are in this area. Because were going to close down Juvenile Hall in the middle of the coming fiscal year. Sorry of the next fiscal year. Im so excited about it. Im wondering if in the second year we can put the costim not sure what that cost is. Im wondering if the analyst and controller can figure that out. The second year, if we can put that cost of operating Juvenile Hall on reserve to come back to the board of supervisors and have discussion. How that money is real kateed o it doesnt just go back into the general fund but its put back in serving at risk youth in a much better way. Thats the primary reason i would like it to go into reserves is so the board of supervisors has some control of how the money is allocated to you. Im wondering if you are okay with it so we can ask the budget analyst to work with you to figure out what amount that should be in the second year. Yeah. Thank you for the suggestion. I have a few different responses. Im fully committed to the way the legislation was written that provides data from the facility that is reinvested in the youth for the system in other positive ways. Im very happy to know that any savings coming out of this work will be protected and reinvested. I think it makes a great deal of sense for us to sit down with the dla folks and works arp what that rate will be. Until the day that the building has a lock on it, well be working on it in all the ways required. The second half of that fiscal year for operations cost. I would be very happy to have that conversation, it is very challenging right now in this moment to offer you a fiscal year 21 22 budget Going Forward. Weve done our best to make a budget. Both myself and the commission collectively acknowledge that next years budget is going to end up looking quite different any way. Were happy to have conversations. Sounds great. I always forget the day when departments come back when we have additional questions. We have some coming back on friday, actually tomorrow. We have some coming back next week also. Its a budget process. We would havewe have very few departments that come back. With this one i think it will be very quick. When we give a recommendation we can ask them to also do the a nan cyst and work absurd the if as caanalysis. Any questions or comments for our wonderful chief. Oh, my gosh. This is like a breath of fresh air. Can you please make note to accept recommendations to this department. And also please reflect that the chief is in agreement to eliminate three positions. A counselor two, senior counselor, and deputy probation officer. Those people were retired and not fill those positions. Also i would like to have the bla officer to work with chief miller on revising to reserve the second half of the fiscal year budget of 21 22. Thank you very much. Always a pleasure to see you. Next we have adult probation. And then after adult probation, colleagues well take our lunch break. Chief, thank you for joining us. First i would like to thank the mayors budget staff. Our incredible analyst. We have reached agreement with the bla and look forward to any questions that you might have for me. Thank you very much. Any questions or comments for the chief . Seeing none. No comments or questions for the chief. Thats easy. I would say to the Controllers Office please take note of the committees intention to set the intentions of this department. Thank you very much. Thank you. Thank you chief for joining us. Okay. We can break for lunch now and come back in half an hour or take one more department which is the Sheriffs Department. No. Okay. Well take a break now and come back at one o clock. We are back and reconvening our Budget Committee and well continue our budget deliberation and we are now welcoming sheriff miomotto to our meeting and sheriff, what do you say about the recommendations from the vlb . Good afternoon, chair fewer and committee members. Thank you very much for the time. I want to first acknowledge and absolutaccept, the further cuts. Theyre the further policy recommendation that the board should take up regarding the matter of whether to fund the deployment phase. Well go over what we have prepared for this discussion. Ok, thank you very much. What recommendation is that, is that recommendation number four in. Good afternoon. Im from the budget and legislative analyst oches. Office. I want to point out thisa report that was reissued and we did remove one of the budget recommendations so the recommendation number changed under the revised report, recommendation number three. Under the previous report, it was recommendation number four and it was on page 60 of the reports, of the previous version, number four and its now on a revised report, recommendation number three and would you like me to describe the recommendation for the committee . Yes, please, and also for the listeners. Ok, great. And so, our recommendation is onetime general fund recommendation of professional and Specialized Services and Software Licensing fee and the total was 687,720 and we recommended that the board should consider a jail Management System replacement. The commission on Information Technology initially approved funding of 1. 8 million in its fiscal year 201920 and a testing was phase was completed at a cost of 250,000. However, updated estimates from the vender indicate that the project cost has increased to 2,000,319, 422. Give 2,000,319. Given the implementation, the sheriff will cover the 20202021 costs of the 87,720 from reduction from other operating expenses. However, no funding has been secured for the second budget year of 2122. Given ththe sheriff identified g for 27 of the total development and implementation costs. Without additional funding, the project is at risk of being delayed middevelopment, potentially results i resultingo maintain the existing jms which would cost 566,000 in total, as well as potential lost staff efforts. Poureplacing the jail Management System hasystem has been recommd would support datasharing strategies identified in ordinance 8020 regarding 20four. They have indicated the new jms would allow integration into the new epic system and e mate and estimated saves of 1,044 a year and licensed which is expected in fiscal year 2223 if fully funded and im available to provide more detail or answer any questions as the committee requestions. Thank you very much. Lets here from the sheriff now. Sigh you have i see you have a n you have prepared for us. Thank you, dan, for providing that overview because some of the things have been covered and in the interests of moving forward, we can cover those quickly. As mentioned, were looking at obtaining the funding. Weve already invested in this and we look to invest in it further, and one thing i want to point out, i think that there was a reference to year two funding and ill have cris particulapen gointo more detail. Thats the last slide when we cover the financials. And as youve covered already, this is an improvement on the Current System, which is already in lace, a couple of things to note is that our Current System is no longer supported by our vendor. And there is that concern that we would be operating under a system that is not supported, so in event of its lack of connectivity or breakdown, we would have challenges there. As referenced, we have the connectivity with the department of pub health and no public heae talking about patient care and healthcare and the continuity through the sharing of information for those that are both just as involved and when they get released and go into the Healthcare System and that connectivity is extremely important. I also believe that it was something that was referenced as what weve made space for in our budget. And were prepared and that shows our commitment and priority to this project because weve done so under our current cuts. If you go to the four slides quickly, i want to point out before handing it over to crispen, this is a wellfinished project with significant listeningtem savings that were listeningterm savings. If you can go into further detail, crispen, in the second year of funding. I spoke with our budget analyst and he said, dan, he had spoken to you and neglecte neglo put in the 20,000. Two thousan 210,000. Theres a f about a Million Dollars and so with so including the savings, evacuee identified 70 of the costs for this project. And the Department Remains committed to identifying funding for this critical project in support of criminal Justice Reform and as the sheriff mentioned, we cut from our own budget to make sure this project kept moving and this is beyond what the mayor directed us to do. We made those cuts and then above and beyond that, we cut additional funds from our budget to make sure we could fit this project in. Any comments or questions i see supervisor mandelman in the queue. Thank you, chair fewer. Im wondering if you could talk more about what it means to be able to gather what kind of data would you be able to gather is track and what is the shared information that would be shared with department of Public Health . Well, regarding the department of Public Health, where the person is in our system and the ability to move the information fluidly through our system is sometimes challenging. Although weve reduced the overail jail capacity, we have two jails that are no collocated and one in san bruno and one downtown at 425 seventh street. Its a challenge to share that information. But what kind of information are we talking about . Regards to the information itself, thats the Healthcare Information but the criminal Justice Information that we use to create data metrics, talking about things as recently Public Defenders Office in another forum requested information on what types of cases individuals in certain housing areas have, what types of cases are coming down to court on a regular basis. This upgrade would facilitate our ability to get that information instead of going case by case and individual by individual. And with Public Health, that is individual by individual, right . Correct. What is the information that could be shared . We have a client on the Public Health side who is continually showing up in the jails and right now were not sharing that information . I wouldnt speak to the details on epic, but i would speak to the challenge that our Public Health partners have in maintaining a seamless transition for people in and out of custody. It wouldnt be so Much Movement within our system for people in custody, but it would about the people who continually go in and out of our system and its a challenge for dr. Pratt and her Wonderful Team at our Jail Health Services to continue that information sharing with dphs database, which is the epic database. And why would it be beneficial for dr. Pratt to able to share that information . In recognition of the fact these individuals who are involved in our Justice System move in and out of custody on a regular basis. Although, we do our best efforts to keep people out of custody, its a challenge for us and there are without going into detail, a lot of history not just in terms of clinical needs and treatment but Mental Health history which is also shared. We have Behavioral Health plans in our system when people are in our custody and care and thats key moving into the inside Information Sources so that they have that available when that person is in crisis outside of our custody. So, like, you have a plan i mean, im trying to get a tangible, like, how this actually works for a particular person. Dr. Pratt can put together a plan for somebody in custody and is collecting all sorts of information whats going with that perp i person in custody, t doesnt necessarily get shared with the person on the Public Health side . I think youve captured that pretty clearly in regards to the challenges we face right now. I think thi think what that sysd have is currently outdated and so we wanted the two platforms to match. If we maintain on jms and delay the changeover for ourselves, theyve moved on with their epic platform and its an enterprisewide patient platform. You would have to develop two different interfaces, which somewhat we were planning to avoid by upgrading our jms. Thank you. Just for the bla, i will ask this amount be put on reserve while figure out a plan to administer those funds and programs. But looking forward to hearing the information so we can know what those amounts are. And then, my other question is, what is the cost im sorry, i couldnt hear the last part. Supervisor walton, i think youre frozen. There you go. How are we doing now . There you go. Sorry about that. Whats the cost of the Academy Training in this budget . Our Academy Training or the processing of people to go to the academy . It would include all of that. Its roughly 5 million. Roughly 5 million. Thank you. And that gets about 40 people through the academy. And that includes the hiring process, as well in. Yes. Supervisor walton, would you like to walk us through his chart verbally and i think hes going to be able to screa screer that piece of information. Is that right, chair . We have the spoil recommendation frothe polyrecom. If youre recommending the collaborations with communitybased organizations, thats just a list of people. Think crispen sent an email to me on that. You have the list somewhere, as well. I think you might have had that cris particulapen, is that . Let me find that. The biggest one is pretrial and that is a little its gone from 2 million to 6 million in the last four years. And then we have about another 2 million for groups Like Community works west or of the westside. Its bayviews, hunters point, the felton institute, health right 360, recovery survival network, San Francisco conservation core, Westside Community service and San Francisco pretrial diversion project. And the total amount . The total amount is roughly 8 million for all of these contracts. Its 8 million to 10 million. Thank you so much partnership i would ask for the blv would, of coursela toconfirm that and n reserve to find out the best department to administer these funds. Through the chair, supervisor walton would be happy to work with the sheriff on this. Ok, so supervisor walton, i am wondering if we should ask the Sheriffs Department to come back after an accurate number from the blv i and so you can he that recommendation and have a full discussion and, perhaps, look at some of the possibilities where we would move these funds to while theyre in reserve and we can have ideas where they may go. Toubeforei see no one else in te and i wanted to mention that i hear the sheriff is in agreement with initial budget cuts from thandtheir opposition to the poy recommendation of the bla to assist with money, the 687,000 to take that money for the jail management replacement. Is that correct . Yes. My understanding is that the policy recommendation was for review by the board. Is that correct . Yes. So the recommendation we have, either the option to assess it or not to assess it. And so i think my colleagues have asked mankie many questionr the funding and this is for the jl Management System. So colleague, we have a policy decision before us today and we can since well request the sheriffs to come back, we can deliberate on this on our own and then, we can take up policy consideration at the same time as we take up the consideration with supervisor waltons discussion woul. Would that be something you would be amenable to . Yes. Great. So mr. Controller, can you please take notes of the committees intention to set the bla subject recommendation for this department . We are also going to deliberate on the policy recommendation around the jl Management System, as well as ask the bla to work with the Sheriffs Department and the office of supervisor walton around reallocating the funds for the communitybased organizations for a reserved fund. And ask the sheriff to join us next week when we have our final deliberation. So i think we have consensus around that, colleagues. If not, please speak up now. Ok, thank you, sheriff, for joining us and well see you next week. Next we have up our Fire Department. Im here, chair fewer. Welcome. How are you . Thank you. Just a little about wit little w things, you know. [ laughter ] i think we want to start off thanking you for your work. We know its been super busy and what did you say about your budget recollections from the bla . I am in disagreement first of all, chair and supervisors, im with the sanfrancisco Fire Department. Im in disagreement on some of the recommendation an recommendk for a bit of your time to explain my reasoning. With all due respect, the budget analyst does not understand San FranciscoFire Department operations or our needs. And so, i would like to explain some of that to you. And i know that the budget analyst has been tasked with finding as many dollars as they can, and that would have minimal impact but i want to tell you about the impact that a couple of these will have on us. I dont know if you have the list before you, but im going to talk to number one and number two right now, which are both equipment purchase. And a little bit of context. As of yesterday, we did have 56 firefighters fight fires in various counties around us and that doesnt include the members of the Department Working in the city. And we have been down at the river fire. Weve beeand it is literally, an see armageddon out there. We have Mutual Aid Agreements with the other counties and we help them and they help us. Weve been asked to help even more because of how troubling it is out there. And we have the staffing, but we do not have the equipment to help our neighbors any further. And that is due to the state of our fleet. And we started a fleet replacement plan five years ago under mayor lee and we started making a little bit of progress, but that is going to all fall by the weighside now. For your context, these are folks saving homes and the like. But i want to talk specifically about the truck that were being told needs to be cut. Mark, can you go to the next slide. This is all of our aerial trucks and our trucks are old. Red means theyre very old and upwards of 25 years old. Our frontline pieces. And theyre beaten up. I mean, unsee the top toe topog. Many of the trucks have been on the streets for over 20 years. This is critical to do our work. And many vehicles are literally held together with bondo and duct tape. It is ridiculous. And if we do not get a allocated this truck, the next time we can get a truck is in 2024 and this pie chart will look even worse then and be even more in the red. And we did have six greater alarms in the city in july and, you know, that is unheard of. And by 2024, obviously, our rigs will be even older and less reliable. And as it is now, when we have a truck breakdown that needs to be repaired, we have three relief trucks and one from 1992 and one from 1993 and one from the year i came in, 1994. These are much less reliable. And they are the most reliable ones that we kept out of our fleet as we shed some of our fleet. And so, these are some of our vehicles that are out there at different stations that are, you know, 20 years and older. And you can have a look at that. And as you know, if a truck breaks down, its not just the driving part of the truck that we have to drive, but its the aerials that also break down on a regular basis. If we cant put that up and respond, we are extremely, extremely limited. So mark, can you give me the next slide. This is our fifth alarm. In 1920, we spent 1. 6 million on ladder trucks and two. 5 million in total vehicle repairs at central shops. And depend, the extreme top topography inflicts high level of care. You can see here we have three of our aerial ladders at work at this sixalarm fire. By cutting this truck, it puts us in a bad position, a worse position than we were going to be in. Puit puts citizens at risk. If i can respectfully say as a member of the Fire Department for years and now as the chief, i took an only and have a responsibility and a duty to protect the lives and property of the people of San Francisco, as well as my own members. And i cannot and will not stand to in good conscience say i agree with these cuts. It puts Public Safety at risk. This is critical infrastructure. What if we have an earthquake tomorrow with Everything Else going on . And many of our trucks cant get out of the doors of our fire stations because the stations are not earthquake safe . Then what do we do . We wont get assistance for a long time. We wont be able to help as many people as we can. And i am charged with ensuring that this department can pivot and adapt, but this makes its impossible in some circumstances. I want to speak about our command vehicles. These are the s. U. V. S. Here is one on the left. This was at the fire and this is one of our relief pieces. It is rather old with a ton of miles. We use these vehicles for the battalion chiefs, Division Chiefs and ems six and you did upstaff us last year, thank you very much, with ems six, but we didnt have the vehicle. So we were using relief vehicles which were very old and not that safe. And so we use these for community paramedicine. And we cant have these vehicles break down. We cant have this one break down where it is right now because if this chief werent able to get out when he needed, it would be big trouble and we have very few in relief. So were using our relief pieces more all of the time and we really, really need these two command vehicles. And just in terms of the status of, you know, some of our vehicles out there, fo. For example, engine 26 is 20 years old and engine 25 on third street is also that old and engine 22 in the Bernal Heights area, when it breaks down, its 20 years old and we dont have an appropriate rig to put at that station and we cant get through the streets in Bernal Heights as execonomquickly as w. We have some but most are not and certainly not our trucks. Most are huge polluters, as well. We were making a bit of progress with our fleet replacement plan, but now we wont be able to for at least three years. Again, we will not be able to get a truck for three years. We will not be able to get command vehicles for three years and this is really problematic for us to be able to carry out our mission. And, fen again, i appreciate you dedicated supervisors have all sorts of life and death projects yourself that you want to get done and need to get done. But this is a life and death issue for me. And so, with all due respect, we have been cut down to the bone already. And i can assure you that we worked incredibly hard to give back this year and we know how painful it is for all of us. I do not want to impact our frontline services, but these further cuts can do just that. And i ask and plead with you to not agree with the budget analyst on this. Would you like me to go on to number three and four . Or do you have specific questions about that . Are those the two youre in disagreement with with the bla recommendations . Yes. Mark corso will speak to two others were in disagreement one and ill speak to one were in agreement with. Lets hear from mark corso, then. Go ahead, mark. Good afternoon, everyone. There is a couple of reductions in the budget analyst, the last two reductions, very small in number, actually, and i dont think the department necessarily disagrees with the amount but agreeing to the cut as its currently constructed reducing the flexibility over the budget year and so just in short, from a technical perspective, the two cuts are for travel and i know theres a review of travel expenditures throughout the city with regards to covid and so this travel expenditure is lumped in together with nonpersonnel Services Covering contracts, our utilities and everything there. The way the admin code is set up, if there is a reduction at the board level, departments do not have flexibility to do transfers during the year to make up for any issues that pop up. Unfortunately, we have limited funding overall in here and we do have issues every year unforeseen. In the interest of agreeing to the amount, we would respectfully request to work with the budget analyst, i think, would be a brief conversation, to see if we could structure the reduction in a different way to, while at the same time agreeing to the actual amount. Ok. Chief, do you have another one . Mark corso does. Is that it . Yes, and the overtime. Yes, the overtime one, the 100,000 in overtime. Now, since we wont be having another class in the next two years, well be using more overtime and with the crisis were in, we will agree to this reduction. Ok, thank you. And also, chief, you come back, usually, midyear for overtime appropriation and you have in the last three years with digit. Yes, maam. So lets yes, supervisor ronen. Youre on mute. I have a discussion on other issues. And i have an issue with supervisor walton to go over at your convenience. So lets talk about the budget issues you are disagreeing with the vla. If youre available, it is my understanding that the aerial ladder trucks, its a cost of about 1. 3 million, close to 1. 4 million and that we have funded in past years six aerial trucks. Is that correct . So, yes, that is correct. The department has allocated funding over the last five years for five aerial ladder trucks, one of which was delivered last month and four, the department told us, are expected to be delivered by the end of this calendar year. And the department has fiscal year 201920 for one atissue aerial ladder truck that has not yet been purchased, giving the department of a total of six aerial ladder trucks, funded between 1616 and 1 9 20. The number of trucks we have is 19 trucks. This included the six we are about to get, the one in the city and the five that are coming. So half of that chart were over 16 years old, including the ones were getting. Why is it taking so long to purchase these trucks if theyve been in your budget for years . A couple of things about that. One is being covid. The manufacturer is in louisiana and we couldnt go there to visit. The way we build them, theyre unique and we have to check to make sure all of the th all of e identified are solved. We test through through the hills, the brakes and then once we are confident that they will meet our needs, then we ask them to next. Midproduction. Once we give the ok, production goes faster and it takes about a year from the moment we order to get it. Theyre very unique and we have the specific uniques, brakes for the hills and the equipment we have is unique to us. It takes a year to get an apparatus. These trucks were funded in fiscal year 20182019 budget. Is that correct . Thats correct. These are from the initiation of the mayors hiring plan and to be clear, these have been ordered. We have a multiyear contract with the vendor and theyve been ordered and the funds encumbered and its not an issue of not spending it. Were just waiting for the construction delays of delivery. So these trucks were ordered last year . There was a batch of, i believe, two last year and three the previous fiscal year. And so you just received one last month and then youre supposed to receive the rest of them by the end of this year. Is that correct . Thats my understanding at this time, yes. Ok. And then, on your command vehicles, so last year we had a discussion about takehome vehicles. And i asked about your takehome vehicles and your response to me was that they have to take them home because they dont have parking spaces. So now were looking at two command vehicle. Wouldnt that be true of the two command vehicles that you want to add to your fleet . And i mentioned to the chief before about fire vehicles, not trucks or engines, trucks in neighborhoods that we have received calls from that are parked there continually for weeks. So weve had this issue about parking. And that theyre being used, i guess, as personal vehicles because theres no place to park and so these command vehicles would not be subject to the same problem of the parking. That is correct, they would not. And why is it that your other vehicles that you have have a parking issue but the command vehicles do not . So the command vehicles will be housed either at a station, a fire station or ems station. And because they are quote, unquote, many are code three vehicles, which means they have lights and sirens and these are not the vehicles our members take home. The other vehicles are mostly, mostly our Fire Prevention vehicles and that is where we dont have any storage for those vehicles. So you purchased five of these in the year of 2020, didnt you, the command vehicles . Yes, thats correct. So you purchased five already this year . Yes. And now youre asking for two more . Correct. So the five that came were the first purchase we had in over five or six years, i believe, and they have been allocated to division and battalion chiefs in the filed operations. The idea is with the expansion of the ems6 program last year, we funded for personnel and not associated equipment to fund it, so we anticipated the two command vehicles would be at locateallocated to that vehicled your question about parking, these are not assigned to individuals but units and used in Emergency Operations in the field. And so, youve purchased five brand new vehicles, thats right, and so how many total vehicles, command vehicles do you have . Battalions and thats 12 and emx six and one right now. And we have four rescue captains out in the field. So you have 17 command vehicles . Plus, we have additional two that we use for deployment. So you have 19 command vehicles now. Yes. And many of them have a lot of miles on them and as mark corso said, we had not gotten any more five years. So many of these vehicles are over ten years old and some of them have over 100,000 miles and you know how the topography here is. These two vehicles will mostly be used for ems six, which i think we can all agree is an incredible program. They need some support, as well ok. Supervisor walton wanted Something Different and supervisor ronen, did you want to speak about the budget vehicle . I didnt realize they would be used for ems six and most of my questions involve ems six, but i didnt know they were related to the vehicles until right now. Well, i dont think it was in the report that it was going to be related, but during this discussion, the chief says its related. And, also, most likely. And so, i dont know we want to most likely or we would like a guarantee. Most likely is very general, quite frankly. As vehicles go, whenever someone needs a vehicle, as you know, hot commodity, and so i think that it is i would like to refer back in one second to our bla report because i mean to bla. So was this specifically for ems six, mr. Goncher . We did not get confirmation that it was. Neither is it in the report. So supervisor ronen, go ahead, please. So is it ok now to talk about my related questions regarding ems six . Sure. The questions i have for you are not relevant for your budget but for the Police Budget and dphs budget, but i need the information from you. So if you could just answer my questions and then ill get into whether or not these command vehicles will be used for ems six. As you know, i believe, chief, we are planning by we, i mean the mayor included in our budget and supervisor mandelman and i are asking them to expand the number of ems three teams to respond to calls of people in Mental Health distress. In San Francisco. And we are calling for an addition of im confused. I cant remember how many have. Theres eight. Two teams have been funded in the mayors budget. Thank you, supervisor mandelman. Four are in the mayors budget and were working with dph to add two additional ones. And so, first question about these additional teams. Do the firefighters have the ability to 5150 someone if they believe it is necessary . At this time, we do not. However, simon p arang, in chare of community paramedicine, is here, and hes done outreach with dph and thinking about this and talking about this for a long time. So simon, can you please chief pang, can you please speak to that . Hi. How do you feel about us expanding ems six by six . Well, ive very grateful, but also, you know, anxious because i want to make sure that we dont oversell what we can possibly do. Although, its full steam ahead for us and we want to help the city in nr any way we can. If we wer would to get extra mo, it would start with hiring and training and we would get that done right away. I want to make sure i dont make any unilateral statements without conferring with the Health Department who is going to be collaborating with us. And so, you know, i think that four units is not going to be enough to cover the approximately 20,000 Crisis Response calls that the police ran in 2019. But i want to make sure that we proceed in a very thought datadriven manner, especially because were coordinating with the Health Department that i dont feel we can guarantee a timeline. So i have many questions for you about this. Lets start with the 5150 question wha. What would it take to give you the authority to 5150 someone if it is appropriate . So from what i know about that, i believe that it is a county health officer, which particular administrator that is, because im a little bit unclear on whether its thomas erogon or who exactly it is, but i believe that individual has the ability to grant the privilege of being trained to right the wholes. Im in the process of one know, just getting information and getting stakeholders in agreement so that we can do it. I think that having the Community Paramedics be able to right wholes is the right thing to do because it will minimize the contact that people in crisis have with Law Enforcement. I think this could be a trigger for people in crisis is escalating. I have a lot of personal faint h in the San FranciscoPolice Department is i believe they have a lot of high standards but the fact remains that they are Law Enforcement and i think that another asset should be the one doing that. And so, one thing i want to make sure is the street Crisis Response team, it is designed to have a social worker on board and the social worker would be able to right holds if they were necessary. They will be inheriting calls that Emergency Medical Services dont typically go on, right . Were taking a slice out of the police. Thats right. Workload, right . Yes. So i feel that, you know, we have First Response emergency medical providers on scene, paramedics, emts, firefighters who are the first on scene in most cases and they can identify people that are a harm to themselves or are greatly disabled. Currently, what we have to do is make a request for a police unit to come to our screen just to put someone on a hold. Thats what im trying to eliminate. And im trying to figure out how we get that done. I do know that ive heard some commentary about whether there is one concern ive heard, think theres an incorrect assumption if the Community Paramedics have that ability, it will result in an increase in the number of 5150s and that the Behavioral Health department of the Health Department doesnt have the resources to handle this increase. But i want to make it really, really clear that is not what would happen. We want to went people are put on 5150s because of medical and psychiatric need, right, so what we want to do is instead of having Law Enforcement right them, we want to right them and i do not anticipate any net increase or decrease in the number of 5150s that would be written. So i dont think it would negatively impact the resources of the Behavioral Health division. And just to underscore that point, because i agree with you. But, you know, what percentage of the calls that you respond to do you call a Police Officer to issue a 5150 hold . I dont have a reliable number for you. There would be two circumstances and one is when our ems on six units are in the field and we know people so well that no one is a deviation from the baseline and we know when theyre confabulating and they may tell a doctor in the hospital a story that the psychiatrist may believe and we know its pure falsehood, its just a false narrative. So ems6 has more occasion, i think, that the regular paramedic units when we realize someone is greatly disabled, they cannot take care of themselves on the street and entirelily dependent on the Emergency Medical Services for survival. And then, our paramedic units, you know, they frequently will have similar occasions with people they dont know, as well. Its not only someone on streets. Someone might be in the house and they cant care for them and they can tell by the way the house looks. And so i wish i had a hard number for us, bu you, but i do. In trying to get that data, it would be difficult to get a solid number. I apologize for that. No problem, no problem. And so, my understanding, and raphael sorry, supervisor mandelman, feel free to chime in if you have any Additional Information. But my understanding of the street Crisis Response under Mental Health sf is that the units will have a ems six Fire Department employee like yourself, a Behavioral Health special from dph and thats who youre saying is the social workers . Yes. I didnt realize it was a social worker, necessarily. Sorry, through the chair, if i can ask raphael if he understood that. Not necessarily, but i dont know weve drilled down to the level of the life insurer kind of qualifications that the nonparamedic professional has. Do you know . From my understanding, it would either be a licensed clinical social worker, or a marriage and family counselor or psychiatrist that the behavioral clinician could be one of those three categories. I see. And then just for the public, there will be a peer advocate in every group. Correct. So in that second category of either a social worker, licensed mayorage and family counselor or psychologist, which of the three entities, do you know, if they have the ability under theirly sense toutheirlicensure to issu . I believe they all do. We will work on that with you, but we have it covered anyway. That is super helpful information. Second question, so we were just talking about the training necessary to get these new units up and running. Let me ask you this first. You said four new units or ems six teams would not be enough to re 20,000 call. Would six units beo cover those calls, in your opinion . [ laughter ] if we work our butts off. We would have to have nine to ten encounters every 12hour shift and thats the assumption that an encounter would take about one hour. I think thats a reasonable assumption, one hour, physically. For example, an ambulance call and a 911 call is about one hour. Ok. And some will be less and some will be more. Got it. And then, how long do you think it would take you to train up and put into work six new units . So what we would have to do, we would need to have a months Long Community paramedic training course. We would want to train 20 individuals and we would have to take 20 people so what we want to do, in the shortterm, were going to start off with our captains in the seats, right, because we want our best people there because we want to make sure we do a good job and we start off on our best foot forward. But its more sustainable if we have h3l2. The paramedics that are trained as Community Paramedics to be doing the work on the street Crisis Response team. please stand by