2000 we have the 12 benefits division. this will be the three final contracting leaving of the policy group and discrimination complaint investigation mediation division at the hrc. >> we received a handout. dew point as to what page. >> i am on page 4. >> going to page 5, you will see budget outlook for 12-13.

what it shows is a reduction of aso positions from 41 positions in 11-12 to a reduction of 29 positions which would transition to the city administrator's office. leading 12 positions at the agency -- hrc. we will be reducing from $5.80 million worth of total budget for 11-12 to $1.80 million for 12-13. which is a reduction of $3.90 million. go to slide #6. you can see a compared of total production for the sources of $5.841 million worth of sources

of income, revenue for 11-12, down to 1.63412 -- for 12-13. about over 90% of our funding came from reporters through various departments in -- departments in -- reporters through various departments in 11 and 12. most of the function will be transferred to the city administrator's office. if you look on slide #9, pager #9, you can see uses of funds from 2011-2012. 186,000 -- 886,000 are on service of other departments. 33.5 funded fte's for last year

and 4 rudder 67,000 in general fund support. -- $467,000 in general fund support. this year, we have 1250 -- 12 ftes' and a small reduction in services from other departments. again, going through positions, authorized positions from 41 to 12 at the hrc. 70% reduction. funded positions from 33.5 through 12 positions in 12-13. up here -- you can see -- and you can read this but a graphic -- the green is the positions that are staying at hrc.

current projects now that we have remaining staff. this is the african-american initiatives which is the african-american leadership council which is headed up by commissioner davis and the african-american empowerment initiative which is done within hrc staff and some other committees. some other initiatives will be going forward with that are underway now is the lgbt initiatives and faith and community initiatives. lgbt housing clinic beyond castro which is servicing and talking to in having community meetings in communities of color with the lgbt populations and the bisexual initiative. other initiatives going forward are the sanctuary cities. the profiling of african- american -- arab, african,

middle eastern people at the airport. also our anti-building programs of which we will generate the first anti-bullying video produce with the department of public health. as a training video for all city departments. job creation for summer use. this year we have one person -- one per semester of d.c. if -- dcyf. this is between eight and 12 entrance. people in interns from law school and also from public policy university. -- university. we have between six and eight insurance. our premier policy we're proud of is we created a lot clinic.

-- a law clinic. they provided us to full time and turns out of one of their law classes. the professor coordinated the class and it culminated in a public hearing which will have a report generated. if you have questions about the of transition which is the primary thing we're talking about, i would be happy to answer. we think it is good. we is -- a think is good as an agency. it is about time. we have been talking about this for many years and it goes back 10 years. finally will have a contract monitoring division that will be able to cross train the

employees and we will be able to be more efficient. it will provide better customer service to the business community. i think we will free up the human rights commission to focus on its issue of human rights. what -- we think overall, it will be an excellent transition. we do hope as we go forward dobie's some cost savings as we look at consolidating other human-rights activities into one agency or to cohabitate and share at city administrative services. there are other agencies that provide human rights types of programs. we have been in discussion with some of them thus far. we think over the next two years can provide a cost savings to the city which would more than overshadow the cost increase of this transfer. the cost increase will come from a transition of people, transitional facilities, and coordinating that activity

between the two. in addition, i think the city administrator has plans on filling all the on filled requisitions -- unfilled requisitions. it is an excellent strategic move for the city and ultimately a cost savings. >> thank you for your presentation. supervisor kim: i want to note that supervisor campos did call for a hearing on the transition. we will have a lot more time to discuss that the rules committee hopefully next month as the transition plan solidifies. i know that some of our colleagues might have questions about that transition. it is good to get a sense because in many ways the -- thus has overshadowed the work. i am appreciative of the time is spent talking about other projects but the anti-bullying initiative is becoming one of

the primary issues that parents and families talked about in our schools. i am happy to see some of your other work on barriers for people with prior addictions and the profiling of our community, and sanctuary cities. i am interested in the long term of about how we can have our offices consolidate services. we have the department of women's status and the mayor -- as much as possible, not decrease or diminish the resources. i do not think it needs to be a disruptive acts to share

administrative services. even sharing administrative services and staffing would also save the city money. there is also more synergy that could be taken if we were working closer together. one of the things we plan on doing, speaking to the general fund issue, one of our staff will be able to spend 50% of first-time looking for public grant funding. we intend to start seeking outside sources of money immediately to offset any general fund impact. >> it looks like you do not have recommendations. is there anything you would add? >> that is correct. pro i would suggest that the agency does not need to come back next week for presentations.

thank you for your presentation. >> good afternoon, supervisors and thank you for having us here for the budget presentation. over the past five years, our agency has helped in balancing the city by systematically reducing costs while preserving core services. as the city slowly recovers from the economic downturn, dpw is presenting it to your budget that emphasizes for on-line services to the city's residents

and visitors. our budget proposals centralizes and minister functions like intermission technology and construction management and insure sufficient delivery of a major infrastructure in building capital projects. significant cuts have reduced the level of service since the fiscal year of 2008-2009. dpw is back filling thises -- these losses through the use of strategic partnerships with the human services jobs now program. with community-based organizations and increasingly, efforts to recruit volunteers. overall, our budget remains relatively flat with some increases to support delivery of capital projects. in reference as compared to 2008 and 2012, street cleaning

services have been reduced by 40% which covers mostly our response to our services, our ability to provide labor. also for landscaping, over that time, we have been reduced by 13%. our street use and mapping programs by 8%. our street repair, we lost 7%. in general over these years, we have been reducing our managers and staff as well as our cost of supplies and we were keeping our workmen's comp reduced. the department queens and

resurfaces streets, maintains trees and designs and maintains city-owned facilities. remove graffiti and provides cleaning services to 24 hours a day, seven days a week. the organizational truck has over -- who are responsible for providing these functions and discipline. both are all work together to fulfill the mission of public works in delivering world-class service. we began the process of updating our 2012 strategic plan. which has allowed us to integrate a lot of the mariposa

jobs initiative. as well as allow us to prepare work plans and performance plans for our employees. as you know, we do have a number of [unintelligible] and we are responsible for implementing and managing many of the city's capital projects. illegal dumping continues to be a huge problem in many of our neighborhoods. leaving it on a sidewalk which is an extensive campaign in ecology. we're forming a new partnership with retired police officers and sheriff's as well as the san francisco [unintelligible] a lot of illegal dumping does

happen around the sides and hopefully that partnership will increase the awareness of illegal dumping and hopefully result in some accountability. our community corridors partnership, we have gone out and conducted exclusive [inaudible] through that process, we are able to enhance the clinginess of the city by enforcing ordinances -- by enforcing city ordinances. the greening of the city continues. and right of way programs. we continue to be -- lead the implementation of st. parks, and great street programs. in the bureaus, we began a

restructuring and consolidating of bureaus into two divisions. one infrastructure and the other building. this change will improve the integration and delivery of projects for the city in a more efficient and timely manner. will begin the centralization of our i.t. department. we started integration with one unit that will provide centralized data and centralized supportwe will be replacing all software systems into a design applications. in permitting and consolidation

as part of the reorganization and redid move our inspection functions to the bureau of streets matching your good -- streets matching villaraigosa -- streets matching. we did start the process of relinquishing. we hope to relinquish as many as 6000 trees. it will bring us to 16,000 trees.

>> i know they will be taxed very much with implementing some of the bonds we have coming before us. what are you doing to make sure dpw does not become a bottleneck? >> could you repeat the question? >> there are many capital projects that will come to us. i am wondering what dpw is doing to make sure it does not become a problematic area. >> part of our restructuring, for example the new bond now falls with the twdpw.

with the public safety bond, we are staffed up on those projects appear eager -- as projects. we hire the project manager and work with all the other agencies that are involved. good >> so you work with other agencies to do that? >> our budget can be flexible. good our budget presents all but we have been involved in. >> if i can size some of the key point here. >> i can do that in a timely manner. the next slide has to do this

partnership. we have increased the number of youth involved. also many of our thoroughfares. goowe also have an apprentice program, which is a partnership, and we have a partnership in the agency. we have 100 people involved, and they are being prepared to move into actual apprentice programs. we are in the process of getting it under way with your good -- and getting it under way.

some of these are the benefits of the bonds were we are able to train people. >> i know you will employ 90 people. is this a new program, or do you have individual programs? >> we have two and mss -- two message. the second one is one we have in house, which is in between the jobs now and the former program. we created a program, and that became the m. bass of your program -- became the ambassador or program. good evenin>> how many people a?

>> 18 or so people. >> what percentage do you expect? you have a sense of the diversity or the individuals you plan on hiring? >> we do work very hard to make sure the work force is diversified. of we have a large number of women and asian and latin speaking as part of the program. >> i really appreciate, having seen many individuals who have come through dpw, i appreciate the diversity in gender and race, and i did not realize the requirement was there. it is amazing, and it is a model

for other programs. i appreciate your willingness. >> it gives us an opportunity to work with them for a long time. it is something that happens in a couple years, so they are able to defend expectations, the way we transition and build them into our work force. good >practice seems like a pato continue -- >> it seems like a pathway to continue training. good. i appreciate that you have the power to move people on with their career. >> we do have a number of staff, over 100 plus staff who are bilingual seen beginning -- speaking. did we use the language line.

when we have things we do not understand, we make an effort to translate into various languages. we do our reach, and we have provided translation services that have been noticed witkin 72 hours. we are also in compliance with the program coordinator to make sure we track the federal projects, and we do our best to make sure we reach out to all your good slides 7 is a quick overview of the gross operating budget, including the department. the gross operating budget is

194.1 for this proposed deal, which is 13% higher comm, and ie following year it is 201.9. this budget funds approximately 1213 full-time and part-time employees, of which to enter 13 our general fund supported. i think as you can see, -- 219 are general fund supported. i think you can see there is a very slight increase. we will move to the next slide. this is our two-year budget outlook, and 18.9 million

increase from 11122 -- from 12 to 13 is for capital projects, while work order and bonds and budgets have increased by 13%. you can see our general fund has increased slightly by nearly 4%. good >-looks like the growth inr budget is capital related. there is a $4 million increase in general administration. can you speak to what that is? >> that is generally to the shift in i.t., shifting from various bureaus to administration and now in addition to fringe benefits and

work orders from the department's. >> the components were previously distributed to different bureaus, but you have them captured by the administration? >> yes. we go to the next slide, which shows a gas tax changes. good pretty much it stays relatively flat over two years, but is down compared to 2008 numbers. while service levels have declined since that time, dpw has been able to maintain apprentice ships, and we are able to sustain that level, and the next slide, which is our capital budget, and the last

slide in addition to vaunt- funded projects, dpw is proposing $35.2 million, including $9 million for facility and renewals and enhancement and an additional $25.7 million that will fund resources and improving fire stations, and it is pretty similar for 13 and 14. $25.4 million, which includes various renewals, announcements, and maintenance and states and local sources. >> just to recap, in terms