notices. every year, we have been able to bring back mostly half of them because of the rainy day dollars. we are grateful for that. we're working very hard to make sure that we are accessing as many federal dollars as we can. we support six of our schools, so were most of the resources tend to go all haven't additional support of $43 million. we have also secured a $10 million with the other dollars. we can use them this year. we will be able to use the $10 million to bring back teachers. we are also tapping into all of our foundation dollars and making sure that we are going for the best as possible.

the gates foundation is an organization that has not been working with san francisco for the last 67 years. because of the leadership, we have been able to bring them back to the city, and that is really important. 22% of the budget is spent on health care. this is a really big area and we need to think about our employees part of the civil service system. we utilize the the civil service system, and there are real challenges around that in terms of the budget cuts. continue to be the highest urban school district performing here in california. we hope to continue to do that. we were looking at a $19 million cut per pupil this year. the tax extensions, we're looking at a $330 per pupil cut.

that is important here because we are between the 46 and 48 yen per pupil spending. that is ridiculous. we spent about $4,900 per pupil and educating our kids here in california. york, boston, and other large cities get upwards of $15,000 to educate their kids. the list to say, we have to educate our kids. in order for california to move forward, it is something that we have to invest in. working with the colleagues has been really terrific. we'll continue to work to make sure our kids are educated. >> we're taking direction, i

will be very brief. the budget is something you can talk about something for not just three minutes, but for three days. i want to thank as well as supervisor elsbernd, i live here in district 7. i am one of you. let me package it very quickly. we have a capital budget that is really responsible for vehicles and infrastructure, the track, the overhead wires, a vehicles, and the operating budget. it is really what drives most of our decisions because it represents in terms of salaries and wages, 80% is going to salaries, wages, and pensions. we're doing a good job but we

can always do a lot more. we have the central subway project. we're in the midst of getting a fully funding -- a fully funded grant agreement to take care of the project. the board has approved the project and the budget funding, so it is going to happen. we are there. we also have other capital needs. remember last summer, we did the saint francis circle rehabilitation project. there are projects like that that will go on throughout the city in terms of the capital budget. we're also shutting down the california cable car line to do similar rehabilitation work. the idea is, while we are running one of the most complex transportation networks and the country, we are rebuilding it day-by-day. the system as over 100 years old and so it has challenges in

terms of reliability largely due to infrastructure issues in terms of rehabilitation of vehicles and to think we have a good road map, not fully funded, but a good road map in terms of what we need to do to get back to work. our operating budget is clearly the challenge. 80% of our operating budget is related to buses. salaries, wages, bonuses, and incentives. we are in the midst of our operators union, i think the supervisor was clearly in the forefront on that particular issue and has put us in a position to have a reasonable discussion with labor unions to try the reforms of the workloads veteran place. we're in the midst of

negotiations right now. we're doing what we can to make sure that our employees that have a difficult job, to make sure and have a fair wage. we preserve the most amount of service that we can provide for you as a citizen. i feel very confident that we'll be able to work out a good agreement. at the same time, it is focused on the customer's, it is focused on you to ensure that they have the greatest amount of services had the lowest amount of costs. >> i can be quicker than that. the human services agency is about the fifth biggest department in the city. to serve about a hundred and 20,000 san franciscans. the disabled, at risk kids and

seniors, will provide services for the homeless, and we provide jobs. we have about a $680 million budget. most of it comes from state resources. a lot of that comes from the discretionary and general fund. it is a little over $18 million. half of that is from cuts that we believe will not directly affect the services we provide. the other half of that will have some impact on services. it is a tough city. the city has been very generous to the court and to the needy. we will do the best we can to preserve services that provide the core services like food, housing and at risk the services. there will be reductions that will be painful. and the deputy director for

finance and administration. >> good morning. and the deputy general manager for the public utilities commission. he by no less as the san francisco water department or the municipal power agency. for example, electricity comes from what the system. we are an enterprise department. he'd gather all of the revenues from the rate payers. most of the water users are outside of san francisco. we have customers that contractually a supply water to. the budget is quite large. it is a hundred and $60 million. i wanted to highlight the rebuild we are doing right now. the largest public works project in california today. as a stand here, we have $2

billion in completed construction. we will have $3 billion in construction. we just received bids on our signature project on friday. the engineer estimate was $235 million. the low bidder with 253. that is significant. it is on time and under budget. it saves you money in the future. the second plane is partnering. we're all about being sustainable for the future, so we are partnering with the city families. sunset boulevard is one of murdering project we're working on. we're also working on low impact developments along sunset the boulevard. will to continue if in future years with the department of public works. we are working hot an agreement

with the recreation and parks department and how events that into the future. we're meeting of the next week. lovely we can address the recreational amenities with our partner from rec and park. i will be here to answer any questions. >> i will also try to be brief. i could talk about our budget for about three days. we are blessed in san francisco with an incredible earth and park system. well over 4,000 acres of open space. we have nine swimming pools and 82 different clubhouses. hundred and 80 playgrounds, 150

tennis courts and i could go on and on. san francisco is not unique. all over the country, heartens are struggling right now. and as we grapple with local budget problems, the state and local park systems receive less than 1% of state and local budgetary funding. we oversee 12% of the city's land. over the last seven years, the recreation and park department has been asked to find but solutions for $43 million. it has been a challenge, but we are getting there. when a budget principles that are helping us secure through this. we prioritize revenue of for cuts. we understand the importance of the park system and recreational programming.

we believe we cannot cut anymore. we want to keep our rec centers open, our pools open, and are part systems clean. we manage our own house well. we have reduced our overtime. we have a laborer's apprenticeship program. we have totally reinvented the way we deliver recreational programming where we can and 20,000 hours throughout the system. we're working hard to try to reinvent ourselves. we partner with the community. we partner with non-profits. the partner with philanthropy and business proudly.

we partner with the department of public works. we offer 87 different summer camps for lack of programming. there is actually a lot of good news. the rec center is about to get a facelift. west sunset is about to get a facelift. for five different real projects are about to break ground. a number of renovations in both of your district are about to happen. we are trying to be as creative as we can to manage the budget challenges. [applause] >> good morning, i am the director of the department of public works.

we work mainly in a couple areas of the city. we design and renovate public facilities. as a matter of fact, this beautiful building was the work of architects and engineers. the work on the facility side ha funded by capital funds. we are actually doing a lot. the other realm that the operator is the public right of way. not out to fill, but cover something like 25% of the land area. we get less than 1% of the general fund budget for that responsibility. we design, build, repair, maintain, and regulate. the graffiti abatement into the

tree trimming, we are most dependent on the general fund. our approach, you have learned from many of my colleagues. we have cut accountants, and back office clerical staff, we have focused on safety. live been reducing costs that have been increasing significantly. the costs are going down. we have also been focusing on education and making sure that property owners understand their responsibility in terms of the maintenance of the right of way. as you have heard also from our colleagues and community partnerships, supporting the

street parking program for the cleanup events really engaging with the community. this is the legacy from, merely to really leverage our resources of the community. even with all of that focused on those kind of cuts, we have 100 fewer people on the streets doing that maintenance work than we had just three years ago. and we will continue to be strange in that area. a couple of things we're looking at for the upcoming years, one of them is the proposed capital plan that was approved by the board last month. the general obligation fund for street and sidewalks renovations, by investing capital dollars to catch up with some of the backlog of those capital repairs hialeah been

neglecting, who have sidewalks of these general fund, the maintenance of declines as we rebuild our streets. that is one thing we're looking at. another has to do with street trees. the tree in front of your house is your responsibility to maintain. there are others were the government has the responsibility to maintain those trees. it is not only an ecological situation, it is a fiscally unsustainable one. and where maintain those trees like many of us do. besides continuing to look at the administrative efficiencies, i look forward to hearing your questions and comments. >> and the chief financial

officer for the health apartment. why live in district 2. i am very happy to be here today. it is a beautiful spot for a meeting. as the largest department in the city. because we're the largest department and we get the most about the general fund, and of the largest of budget reduction target. lived asked her to reduce our health department budget by $70 million. when i am very proud to tell you is that we think we have closed $60 million of the $70 million without any reduction of services that all. we weren't sure that was going to be possible. we have leverage state and federal money. live been able to identify significant deficiencies were we can continue to provide the same service at a lower cost. we're left with about a $10

million gap that can probably only be close with some service reductions. what we're doing right now is working closely with the mayor and our stakeholders to try to put that, if we have to make cuts, we want to make sure they are done very carefully and thoughtfully. and that they have the least impact on the populations that we serve. the only thing i want to say, and want to thank hon the mayor in the past mayors for their support of our mission can the supervisors for the support we get making sure that we have support services. i want to thank all of the residents for the support of the bond measures that have given us a brand new and beautiful hospital. we're so proud of that. we will get a state of the art hospital that will be seismically safe for the next 50

or 75 years. we are really grateful. >> [inaudible] >> there will be bed i at san francisco general for sure. i am not going to get into a conversation right now. i just want to thank all of you very much. >> my name is maria. i am your director for the department of children and youth. the department was created in 1991 and reauthorize through voters approved a regiment -- legislation. the voters believe in making sure all children receive the services and wanting to protect those. that is why you have approved the legislation that is called the children's amendment.

it sets aside dollars that comes into the department. our department right out has a budget of around $74 million, of which a large portion is all children's fund. it is all voters approved. $22 million that is at our department right now, our budget cuts translate to approximately $5.7 million. we are achieving those budget cuts through a couple of the administrative efficiencies. as well as reductions through programs. these are programs that we believe our onetime programs. they are not long-term continuing programs. the majority that we find our after-school programs where we leverage the after-school programs.

and also, the quality of the after-school programs will be increased. we also provide funding for programs within district for as well as district 7 and also violence prevention and family support programs. i will be here for any further questions. >> that concludes the presentations from the city departments in the city officials. i want to make sure that we don't shortchange your opportunity to speak. so we will expand our meeting to 11:45 to allow for the full half-hour that we had intended. i will ask supervisor elsbernd to mediate the questioning session. we will be running with the microphone to you.

>> i have a quick question. i have the former president of the sunny side neighborhood association. i have worked on a lot of issues out there. i'm currently a transit operator. a bus driver. i understand that cuts have to be made and we are under some really tough negotiations right now. drivers understand that they will have to give back something. that is obvious, the retirement changes coming city-wide. i am not in favor of concessionary bargaining, but the facts will bear themselves out. i think will be really clear about a lot of things, having a debate of a couple of rank and

file operators that laissez the consent of the simple debate somewhere and we can confront these issues of the drivers have a voice in and basically layout what is. what the reason is is why 99% of the drivers at the heart and the vote authorizes a strike if negotiations fail. that is an incredible number. vedda something i think will really hell clarify a lot of issues for the rest of the city. >> i lived in district 7 in the want to continue, i think you're doing a fine job. we have a great supervisor, very

impressive presentation, thank you. i work and have been around the city. i chaired a couple of major school funding measures. i am impressed with the fact that you want a safe city, and i do, too. you can't without the [unintelligible] we had breakfast one time. . . he said, if i could get them to take their medication, i could save the city millions. the supervisors failed to adopt lawyer's law which would allow them to provide treatment to these people. the they are the major consumers of the illegal drugs in the city. and because they're self-medicating for lack of treatment. it's affecting the schools because you have to mainstream so many kids who are the victims of their pa rental mental illness. my wife taught in the schools

for 34 years afpblet she recently was in a classroom where the father was sending his third grade child to school in baby clothes because the father needed help. so i think you begin by restoring the facilities or ensuring that when the police department, which has the major responsibility, takes people to p.e.s., psych emergency services, they are given an option other than to send them back to the streets or to put them in jail, where it's far more expense to have deal with them. thank you. >> let me just respond to that just briefly. we have not reduced numbers of psychiatric beds at san francisco general hospital. what we have done is we have tried to cohort patients that don't -- that are in our psychiatric wards that don't truly require acute care into separate units so we can better manage our nursing costs and be a little bit more efficient in the way we do our work. we've certainly tried to

reorganize. we've reorganized and redesigned the way our behavioral health center operates based upon recommendation that came from a blue ribbon committee that included community members and city members and people from throughout the community. so i think we've worked very hard to try to make that operation more efficient, more effective, and to provide a continuum of care that includes long-term care, as well as transitional care to move people out of in-patient facility it's, hopefully to be able to manage them at lower levels and ideally move them back to the community. and just one comment on our leadership. the doctor has left the department. we have a brand new health director, barbara garcia. she is one of the most capable, knowledgeable people in that field that we can possibly have made a director. she is well known in the behavioral health community. she managed behavioral health

over these past years. she manages, before becoming health director, mental health substance abuse programs. she was the individual working with all of the patient flow issues between our acute hospitals and the placements. she works closely with all the community-based providers. i think you will see a different perspective, a different focus and a different set of ideas coming out of the health department as time goes on. it is clearly a very large problem. it's a problem that had its origin in the reagan administration, when the state hospitals were closed and when most of the responsibility for this was sort of delegated down to the counties. it is clearly a big problem for san francisco. we work very hard to manage it. we still provide more mental health services than any other county in the state. we provide more substance abuse services than any other county in the state, by a huge factor.

and we clearly realize that there's additional need that needs to be met. no question about it. >> [inaudible]. >> the public health department doesn't work alone on this. and as a fantastic job as they are doing, we're also doing it with the proper level of law enforcement, working very closely with our police department and to make sure, you know, a lot of people aren't making good judgments on the street. you know that. that's part of that whole challenge of mental health. so that's why i've been carrying out support for the community justice center, the community justice courts, get the folks on the street to actually force them to make a decision. do you want to be incarcerated or do you want serviced? -- services? i think we have to get there. with the d.a. support and the police department support, we're not wanting to put people to jail. we're wanting them tma