$440,000, for wages as well as support staff. there's the community-this program, which we are trying to memorializing the budget with an increase of $100,000. they're in charge of the senses, immigrant affairs. we have added positions to deal with community organizations, civic and institutional leaders for the native american, asian, hawaiian and pacific islander communities as was the latino community. -- as well as the latino community. we have increased $150,000 to that program.

last but not least, realistic, which is responsible for the property management of over 4 million square feet of promises and different locations throughout the city. this budget is based on work orders. for those departments that are in city-owned buildings, we have over 1 million square feet of the city-around space. -- city-pound space. 100,000 square feet of leases. the operational budget is static, but the fuel budget for the fleet is increasing by $1.8 million. we have an aging fleet, so the

office of budget has agreed to replace a certain amount to minimize the increase on the department's budget. and we will submit the effort by july 1st the effort the city is an undertaking to repair replace its fleet. -- to replace its fleet. and finally, the contract my touring unit. the mayor's office is proposing to transfer the local business compliance unit and the domestic unit from the city administrator's office, hopefully with an effective date of july 1st, 2012. the goal for the function is to begin the process of creating the one-stop shop. as has been discussed over the past decade, there has been report after report over the

past 10 to 12 years, whether the blue-ribbon report, georgia report, the reportrural report -- rural report or the federal grand jury, there has been a process of competing stakeholder interests inconsistent with stakeholder ownership. the city-wide outcome would be optimal. this is the extent of consolidating, starting the process of moving these positions into a centralized unit within the city administrator's office. in the future, may be moving the office of economic workforce development, moving local contractors into the same development.

>> i want to thank the mayor's office for your efforts in working forward with us. we spoke about whether we could move forward with this consolidation and work to create the one stop shop. there are many reasons this makes a lot of sense. contractors at different places throughout the city. -- you have contractors at different places throughout the city. it makes sense to have the application process contract in one way because it can be quite complicated and open to a lot of interpretation. i am looking forward to hearing more about this area. i know there are still a lot of pieces to be ironed out. >> absolutely. i hate to rush through when there are so many departments. the human-rights department is coming out a few budget later and they will talk about this in more detail. our two-year budget outlook for

fiscal year 2011-12 is too moderate 52 million in -- is two hundred 50 two million dollars increase in to 2012 -- 13 of to 4 million. primarily, this is from the contract monitoring functions from the human rights commission as well as the charity program. this accounts for 94% of the increase in our dollars in the department of administrative services and the city administrators budget. the budget for realistic has gone up because the comptroller's office determined we should be paying more. they came up with the formula -- based on their formula which would now be gained two $0.5 million. and we have increased -- we

should be paying $2.5 million. and $1.1 million to pick up eight new custodians. there is an increase in budget due to fuel cost increase. mosconi, there is $1.7 million increase in the budget for geological and topographical surveys. as i mentioned earlier, animal care controls and capital renewal will go to plumbing, channels, and planning for a new facility. community education is also an increase.

there is money that came in from business taxes. the rising health costs is about $800,000. as you can see from the slide, 38 positions primarily to deal with the transition of projects. and there are 29 positions coming over from the human- rights commission. as for new positions, as i mentioned earlier, eight custodians for 525 bath date.

these positions have been in the general fund for a while, from being created in 2010. and the administrative analysts office is seeking enforcement, one senior purchaser, one community development specialists that will go into the neighborhood empowerment network. one project manager in the city administrator's office. one senior analyst. it one senior building inspector that will go into the office of disability, and one senior business analyst for capital planning. my next slide talks about major initiatives. the general services agency will attract new initiatives through

the community investment division, investing in local neighborhoods and capital projects to include infrastructure. city administrator's office will ensure successful delivery have the projects. -- of the projects. and the question earlier about investing in neighborhoods and the overlap between woed and the city administrator's office, i think it is more in partnership. oewb talks to businesses in the external facing primarily.

and also we have the community challenge grant within the city administrator's office. then we provide individual community groups with the residents and their interaction is more with the public. efforts to make government more responsive. we talked about the local business enterprise ordinance and the community investors program. and also, strengthening disaster efforts. i'm trying to get through this as groovy as i can, because i know there is a lot underneath. a lifeline, this is strengthening and prepared ness. it is an initiative with a focus on post-disaster, reconstruction, and recovery. it is very much a part of our budget this year to develop a plan for earthquakes.

>> i appreciate your point, addressing my question earlier. we look at ways to support. there is so much support from the mayor on these corridors, but if we look at where we possibly have within our priorities, you know, one thing with your budget is that you are asking for a decrease in general fund support. we do appreciate that coming before us. i had a general question about the ambassadors program. i was hoping you could provide us with an overview of the actual work. i have supported the initiative that started on first street to do a lot of community building

and decreasing of tension due to the fears that people had due to the number of incidences that happen. i was hoping you could go into more detail about the program in the fall. >> absolutely. i think it would be appropriate to have a dream come up here as a leader who is instrumental in putting this program together. >> bekker afternoon, supervisors. i'm the executive director -- good afternoon, supervisors. i'm the executive director of the program. as you know, the community ambassadors program was started as an emergency response to racial profiling in the bay -- in bayview.

a lot of cultural differences, pent-up resentment, it all created situations where the program -- where the tensions were high. this was done in partnership, this program, with mayor lee, president chiu, and the board of supervisors. we built in metrics for evaluation goals, objectives and outcome spirit we did start with no new funding because this was an emergency response. we had to cobble together existing resources prepared workers from the jobs now program, which concluded because it lost its federal funding, we delayed the board mandated language services position to support the team. but for two years, the community

ambassadors program offered -- operated successfully. although this is not a new program, it is a request for a new general fund expenditures. >> since we do have a number of departments that still have not come opera, could we -- that have not come up, can we move to questions? i want to respect everyone's time. specifically, what do you feel the current investors are doing on third street up 2/63? what do you feel their work is and how do we monitor it? >> the scope is intervention as well as community education. we often do the out reached for 311 and community services. the focus is civic engagement,

trying to engage offenders as well as riders and businesses to work together. we have had over 50,000 documented encounters with residents. over 2100 times we have reported hazards to their apartments. -- to that department. we have all of our results documented and have built the metric into the program. >> one of the main metrics of the program is to be an extra eyes and ears. do you feel that is one of the new net benefits of the program? >> yes, and it is measured through the community survey. over 600 residents in the bayview area felt safety was the number one concern. after a year, that had improved

their perceptions. you asked earlier, too, about what the difference is between the community and the top card. if you do not mind me going over that quickly, both programs have a safety element. they are very similar, but there are significant differences. the communities are operated and trained by independent parties. the cap focuses on the four things i mentioned earlier -- violence prevention, public education, and engagement, and public safety. they go through training. they are bilingual. they speak a total of nine languages. we measured all of their work results. the training is pretty extensive and is conducted in partnership with the mta and the other

agencies. >> i appreciate that. with the program, i know that one is with support of the community. i know you have been getting requests for support. i'm not sure if you saw that request. >> yes, it does. that is one of the things we hope to do. we have metrics built into the program. it is conducted in partnership with sfpd. >> quickly on the analyst position.

i am not sure if you saw that request and i am wondering if it is something this can support. this is not blame for anyone. it would be -- the thing that is important, i wanted to move forward with some legislation around soft story buildings and i was asked to hold off. i have not seen anything moving forward since then. >> we have two acronyms.

you are talking about the earthquake safety and prevent implementation program. we have proposed manager to be in that budget and consulting fees so we can kickstart this and start moving forward. we're committed to implementing that plan. supervisor wiener: ok. we can talk offline about this. i think we're on the same page. the second thing is -- has to do with the entertainment commission. the entertainment commission is i think quite under resourced in terms of being the agency that is responsible for overseeing and enforcing with respect to the significant industry.

they're not doing the whole industry. a significant portion of it. the board has given the entertainment commission more responsibility, whether it is regulating promoters or all sorts of different things. sometimes when a given agency authority or responsibility without the resources, you said the agency of four failure. the entertainment commission has worked hard and has improved its performance. i do think it could use another enforcement position. it is one guy who is sort of doing a great job. i think we need more. >> i definitely think the entertainment commission has a great -- that a great job with the resources it has under the leadership of joycelyn kane. the budget is based on permit

fee recovery. we were not able to fund a new position from the fees that come in or in -- we have been talking about finding, if there is not funding approved, we have been talking about ways to help jocelyn either through funding for temporary positions or it is not part of the budget. >> maybe this is a philosophical issue. or debate. i have a real problem saying your budget is limited to what you can recover in a permit fees. i understand where we have gone in that direction to. we expect certain things from

the entertainment commission and we have legislated that. it is incumbent on us to give the commission the tools to do that without having an exorbitant permit fee. . completely understand why -- i completely understand why it is set up this way but i dispute the premise for that formula of funding. i hope we can continue to work together to get more enforcement resources. >> absolutely. we will work with you. supervisor kim: thank you. can we go through the next slides? >> this is on the community challenge grant. this will create 360 jobs for youth and homeless adults to promote safe, clean, inclusive communities. we have the community ambassador program which provides 30

locally hired jobs to improve public safety in districts 6 and 10. this summer internship program creates 32 + jobs for youth and young professionals are partnering with programs such as the coral center for legal -- in trichet, project full and use works and our mid market committee benefit agreement as part of a payroll tax exclusion. agreements with companies from work force and community development. the cba was executed and in november, we anticipate 7 to 10 more committed to benefit agreements. we can go to the next slide. language access. the office of civic engagement and immigrant affairs provides departmental training to improve language access for people with

limited english proficiency. ocia has provided over 3500 hours of interpretation, serving over 1000 immigrants, monolingual lep persons at events. they have translated hundreds of documents and websites and assisted over 100 victory -- 150 victims due to fire or crime. the language line interpretation -- does interpretations for 170 + languages. supervisor kim? supervisor kim: i had some miscellaneous questions asked. you brought this up earlier. this was a question i asked for the budget legislative analyst

report on our fleet her your looking at a study of how to make our fleet -- to reduce our fleet size based on right sizing analysis and i was curious as to how that work is going. i'm interested in knowing if we have the cars we need or if we have too many. we can do more sharing. i haven't -- a hard time believing that every employee needs their own car. it cannot imagine they're always out on the field. as we have older vehicles were moving off line, there are ways to look at that. how is your office looking at that? >> i have a few initiatives going on. we're going to send out the yearly letter writers to look at the take-home vehicles and reduce their fleets and remind them about the health the air clean transportation ordinance. we have a city car sharing agreement with city car share

where we're trying to encourage departments to use city car share. we have a very good vehicle pool where we're reducing vehicles, we have a city hall and vehicle pulled. we're trying to get those in different corridors where we have groupings of offices and working with those departments. we have new technology that is helpful to us in identifying where we should put up vehicle pulls within the city and virtual pools where there -- you have these different cars in different locations that we could maybe not use that often the work with different departments where they can share those vehicles. we're working with departments through the city fleet manager and through jackie fong to work with those departments in coming up with solutions to reduce the department's fleet where they

can keep their business operations moving. >> thank you. i appreciate the work. i also notice that you have one new position dedicated for purchasing for hsa. a pretty high volume of purchase requests. i was wondering if this is new demand or something existing. what is generating this volume of requests? >> i will point that question to the city purchaser. >> the position for hsa is due to the fact that they have to respond sometimes very quickly to their clients' needs. whether it is providing shelter, in some cases, they may go to

the assistance of a child and have to relocate them very quickly. and so they have asked for assistance in having someone on site with them. supervisor campos: thank you. -- supervisor kim: thank you. as much as possible, i am excited about potential new funding for support. i do find it challenging to work with multiple departments and i am glad that you're sitting down to coordinate this work but i didn't -- i do want to be thoughtful about where we place positions. i am sure that we're able to pick up that kind of work as we move forward. i am appreciative of the budget you put forward in the sense that there was not a general fund request for budget. i think it makes sense to move forward with a lot of the new

requests you have in place. i am not sure -- we can continue that dialogue offline as we continue the budget discussion for the next week and a half. thank you. thank you for the presentation. let's go to the budget analyst report. i am guessing that department is not yet in agreement. >> we're still working with the budget analyst. supervisor chu: thank you. >> the -- i agree with the city