als/ñá, commissioner, the membership on this committee, the small business community. we should make sure that we have diversity on this committee specifically to make sure that s there that can help, if there is something that will be a red plaid. that is really the purpose of having so many representatives and everything covered. in the making of the amendment or coated pfizer recommendations, that is really the best time to have been put. that goes to your point of making sure that we do out reach when we put people on this,fá tt all of our constituencies, if you will, our coverxb that are affected by this. >> and thatñr those members are coming in turn, connected to

community said that they cane draw on that opinion and be truly %%%uju groups. >> ok. once again, -- commissioner mar. >> i want to say, on the last comment, on having regular esc representation, i know i attended a few of the meetings. they were very good. like the other commissioners, we thank you for coming in to do the work. the issue that some of us have had is some of us need to tag team because we do not want to violate the brown act with three of us showing up. e wanted to court mo that we do not show up at the mo same time by accident. that might be some good that you brought up. tzit would be helpful for the e to discuss that. -- b i c to discuss that

appeared an organized way for us to participate. because your committee covers some much, there is a learning curve. ddpwhen i was new -- it took a g time to figure out. then things get tabled, they get brought back, especially new legislation from supervisors, questions from their staff. that comeback to clarify things. it needs to have consistency but the bst has toñr work out how we haveçó consistency without open rule. >> the invitation is always open. we really would welcome your >> one more question. is there anything in place that is a gatekeeper for us? i know that if you are not listed you get sent out same there is a code advisory.

is there anything else that we could?7 do to let the stakeholds know, better than what we're doing right now, rather than signing up on the list? isñr therew3 a more bulletproof? i am finding a lot of people did not know about this. very gray. is there any way that we can guarantee participation -- basically putting the blame back on the people who should be there for these meetings -- if they do not show up, well -- ñr a difficult question. probably not thmake myself very clear. >> perhaps i could ask for clarification. you may be either asking about the attendance of committee members that the various

¥ey the public, knows what is occurring at the subcommittee meetings. c2u/ x>> when you are going to e amending code, do you prescreen it to say this is going to affect group say, this is going to affect group b, or don]ññr yu send out a blanket notification, do you make one-on-onekhy contat with the different groups? >> if we know that it will affect a specific group, we would make a call to that group. otherwise, we have a list of people who would like dedications of any of the meetings. ÷1(p' choose whether want to come or not. maybe about 500 people there. the biggest problem i found is that our meetings are numerous,

and a lot ofñátáháhere are issues, paperwork that goes along with debt. people do notz these huge files, franklyámñ, ad summarily, will leave them rather than o >> i am just trying to get my head around this. there have been a few amendments made, done for all the right reasons, but then there are people that are blowing up when it is done and tested. it is difficult to reverse these things,ñr especially with all te hours put in. i am just trying to get toñr whether there is anything. commissioner walker? >> it is all ourqó jobs to reah out to our constituents. some of that lies on us. we getñr the code advisory notices. all the data can go.

i would say, dakota advisory committee does a really good job with it, subcommittees, too, fhtof inviting people not unnecessarily on the code advisory committee but they are stickle the fed would be affected. that is the process. reach better. but some of it liesúwrth us. that is why we are here. vcñri am a tenant representati. enant community. other people check in with other constituents. some of the outreach is with us. >> if you ever hear of, that needs to be in the loop, ú and i will get in touch with them directly. in general, we have people that are on our contact list that are from almost every group in san francisco that you can think of.

çóbeyondó i do not know. do. çócommissioner lee? >> could i make a suggestion? how about sending the agenda is to everyoneu everybody that signsçó up for a notice, keep them on the list. >> 5rçwe do, until the request o be taken;0 off. p]>> okay, great. bthat was the reason for &e%ei world. any other comments? thank you once again for the presentation this morning. >> john allen, a city attorney's office. i r understanding of what you're asking for, i have this suggestion. ñt1t are only a handful of all and the coming to [1v bic.

it is heated through the state law process as part of the three-year updates, sometimes through the emergency provisions. there is legislation that comes from the mayor, board of supervisors, so it is introduced at a board hearing andr0 then t through the department. also the director has the ability, the way the codeñr is t up, to ask for changes. it is pretty much limited to those sources. one of the thing that you already have on a regular agendas is part of the director's report, an update on pendingsbv legislationg8s. an idea might be to have, as expensive reporting here at the bic as to the items pending at the code advisory committee, reaching back further.

i.e think a lot of times we thk those things up,(tñ but this wod opportunity for tho watch these meetings, to pick up that information. >> good idea. thank you. and as commissioner walker said, as commissioners, we need to be listening. if we$tt there, we can do in outreach with everyone else. thank you. ñr>> commissioner mar spoke abot being in a fight. xdus subcommittee,ñr update. tnw3ñrin the meetings in the pe ÷ bit about the litigation committee. i am wondering, is that a committee under us, is it

somewhere else and will come at another time? >> the litigation committee is members of this committee. we talk about, periodically -- quarterly -- advising the full bic about the cases, action, if necessary, going into closed it somewhere else and will come at another timesession to do that. ñrjust like the committee that appoints these committees, that is a bico internal committee, as opposed to these 3 external[;ñ- focused advisor recommit is to us. >> thank you. >> if there are no more comments -- >> is there any public comments on item 5? b

>>z# for the record, commr crmccray has been excused.

ç >> sorry for the delay. ñrdepartment of building inspection. it wanted to give you ab] quñu updatexcf on the budget for this fiscal year. there is a spreadsheet that is on the computer, if they could

bring it up. it is a little hard to read. you have it in your commission let me first to remind you about the budget process this year. it -íh#irst year two-! year budget. the first year is based onurq normal type of budgeting mechanism we use, which best projection of revenues expenditures. atnthe second year, in terms of é for the big changes we thought would occur. the process will be reopened )kwe will go through our normal process of looking at thenormal budget, the needs, revenue, and in today's discussion, the second year is just planning.

it is not5o÷ a hard and fast budget. any changes that were made by the budget and finance committee, in tem when you see the changes,ç as i think about it, they truly planning document. the budget is more of what we need to adhere to. i really just want to2ç focusm3n ñbudget, and then i wouldñrñr quickly mentio- 14. 0pwhen wejf went into the budgt process, the comptroller's officek÷ñ and departmentbdç of n resources, mayor's office, had not reflected any changes in the

union negotiations, other than assuming this humongous increase of 4.6%, which was essentially the value when the furloughs were taken away when we have got and if nothing was changed. wwhen all was said and done with the variousñr mou's with the various unions, that number was brought in. w

the reason is because it is so low is becauseñr when the budget waswrsubmitted, the numbers they were using were quite a bit higher. overall, we[éhq:w are adding 29. anyñr new position that are addd are added at 0.77, because you a decrease of eight to 23,000. that is due to city-wide changes that people agreed to)1n the mou's. salary,rj fringe associated, te salary goes down. one of the bigger changes was the prop c 7rlimpact on city

workers. that ins cost and decreased the city's cost of pensions. j who had a salary under 100,000 got 2.5%. anyone over got 3.3%. szñthat saved the city> a considerable amount of money. the next change was in training. what happened on this was that the budget analyst look at our historical use of trainingíd. money. as you know, when we had cuts, we did not spend much money on frgtraining because we were tryg to bring people back to provide service. ucqwe6sp had large levels of

not trained everybody. we had a pretty9c aggressive training program for next year and the following yeary%j]lw)p&i they all do comparisons between actions from the prior year and they said that we are way over budget in training. of what)+pá the time, at the budget and finance committee was looking at this,o(çt!÷ and e discovered the value of the training for access was overstated in the budgetkzs. we alsoñr looked at other things to see whether we could tweak ñr the request so that we could deal with this recommendation from the budget analyst. you have to realize this isñr negotiation.

you have to figure out what you can do, and you have to figure out where you can drag your feet. we wanted to fund our personnel. ÷mç could live with, what was realistic, and we accepted a cut ofñr 75,000. the maintenance and equipment is purely a moveq equipment for the copy machines. itwrñ is really not significant. in this city grant program, the issue was, when the budget went -- when the mayor produced a budget on june 1, they had put in a 1% cost-of-livingfá increae

for the nonprofits. onlyñr increase we budgeted wasn increase that was part of the rfp that we put out that equalized units of service. we have not gone in with theñr cola. hhowe had to increase our budget with that. that figure is a combination of the 1%, plus the amount that we put in forw/xdé2[ the equalizatf units of service. in the end of the budget process, we found out the mayor's office -- the budget and finance committee and mayor's coe

august 1. so a 1% in july 1, 1% in august. that equals 1.92%. this only includes 2ú we are doing a transfer between .92%. ñrif one contractor that contras with us, it is only fair that they get an increase, if they see an increase from another department. fáñrñry,ñtthat is not very signt either, as far as i'm concerned. it isu;q definitely considerable for the nonprofits. materials and supplies, this has always been one of our achille'' heels. we budget for añr lot of equipmt

x mis, i.t., and wer managed to spend all of it because of our i.t. group is very frugal. i keep tellimyw them they need o spend it, it does not get spent, and then we get caught. we believe we can live with the . it was really hard to fight for. see, those were reduced. that is the give and take when the budget process goes through. çówe assume increasesk+[. as the mayor's office works through with other departments, some go up, some go down.

the final thing that happened in , one of those things that we ñr on fighting. i mentioned attrition. since we had a high level of vacancies, what the budget analyst said was that we would have a high level of vacancies next year,ñr 12-13, and thattñ÷y were going to increase our attrition and cut our budget. wqñwe said that÷ while we agreet would take us time to stafjr upp -- we had a staffing model that said by july 1 we would hire approximately 69 positions. we think we can do that.

we seem to be on schedule for that at this point in time. but even if we do that, we would still have more patrician than we didñr in terms of dollarñr ve for the whole year. u that means is appropriated in our salaries, but in order to spend it, we have to go back to the budget and finance committee and prove to them we have more people on board than we thought we would january 1. that is a reasonable cost -- comparison because the budget was not impacted severely. we were budgeting accurately for revenues. we were not having this huge reduction in revenues. it did not impact our feeu schedules. it was a good compromise and the money does not go away. next year when the budget is

filled, the reserve is not there anymore, we have enough money to fund our salaries and we have a reasonable level of certainty that we will be able3 positions. ñrthat is what happened in 12-1. 13-14, the increase in salary is primarily due to adding people annualized. we are also adding another 10 positions. we2éñ added 29 in 12-13, 13-14 e are adding another 10 positions. and then the fringesñiñr is takg the lead the pack. -- is an accumulated effect. the one thing that they did do,

which, had we not been so ordered about the first year in the budget we would have thought, but because the second year is not bad -- it is just a plan. it is going to be changed, it will be modified. we will have to do more positions, as far as i can tell, with the growth that we have right now in activity. we know there will be other thing that we need to budget the fact&÷ that it dropped, and they took out other current expenses. i was not concerned about that as much because it is something we can correct for. it was based on our experience in the previous yeary2 based on the fact that we had that we are purchasing out;

of the project for the server room. they always think if you can cut one year, you can contióc-áp&e%i the next year. we said, we will have saved some money, but they said we would not needed for the following year. nothing we cannot correct 4. ddbeverything else pretty much falls in line. t. we should be able toñr fill positions, haveñr them filled, have 10 positions filled inñrcce leaveñr it at 25 positions, and then what we will need to doal s doing a comprehensive look as with the budget processñr and tn seeing what other thing we need.

if you have any questions, i am here. qop>> quest? thay :>>suça 6b,j legislation. ñr$kñ>> legislative and public affairs. as i put in youreay packet,ifñ e overall summary, we are looking at a few pieces of legislation, ,]ányr'cluding the one that was referred to earlier, the code ê@i an effort to reduce the number

of plastic water bottles going into landfills. there will be a follow-up meeting at the code advisory fá . we have invited the supervisor and his staff to be there to provide their perspective on what they are looking for. i am told somebody will be attending. in general, we do try to let members of the staff know, if there is a legislative item on6[ the opposing, so the code advisory committee has a good idea of what they are looking for, why the legislation8(ñ9añ s coming forward. relatedñr to that, there is an ordinance dealing with on site water reuse. this is kind of modeled on what the new puc headquarters building is able to do. right