mr. rosen and the budget analyst report please. >> did the department comment on -- >> no. i was going -- mr. wagner do you want to -- >> we are working on it so with the committee's permission and mr. rosen's agreement we would like to spend more time working through the recommendations. we started working with them but we hope to be able to reach an agreement by next week's hearing. >> okay. mr. rose. >> mr. chairman, members of the committee regarding item five mr. chairman pertaining to the various patient rates we do recommend that you approve that proposed ordinance. again we would note that the dph budget is balanced based on the assumption that the board of supervisors does approve the patient rates. our recommended reductions, and this is on page

47, total is listed there in 13-14. that amount 2.4 million is on going savings and we have one time savings. those reductions would still allow increase of $228 million or 13.7% in the department in the 14-14 budget. we recommend closing out also prior year unspended fund encumbrances and allow money to be returned to the general fund and result in savings listed. 2.5 million on the city's general fund and our recommended reductions total this amount and $290,000 are on going savings and $117,000 are one time and would still allow increase here or 2.2% in the

14-15 budget. let me make a comment in general mr. chairman. first of all the department has suggested that they could agree to a lesser amount of reductions than the reductions that we have proposed. we are not in agreement -- a significantly lesser amount. we are not in agreement with the department at this time but are certainly happy to work with the department in the ensuing week but i would note as you look at our recommendations they refer to long-term vacancies. positions that haven't been filled for two years or more and it will be difficult to persuade us to change those recommendations. >> okay. thank you mr. rose. colleagues any further questions for mr. rose at this time? or staff? all right. look forward to see you back in one week. be in touch. next we have dc yf.

i see ms. sue here.

>> okay. so good afternoon. it's almost evening i was

practicing good evening for the past couple of days but good afternoon chair farrell and members of the committee. i am maria sue and the chair of dependent youth and their families and i want to thank the mayor budget director and the budget analyst from the mayor's office and also thank mr. harvey rose office, particularly his staff, katherine short and we're still working with her, so very quickly i want to provide you a background of our department. the department was created in 1991 when san francisco became the first city in the country to guarantee annual funding for children and youth service. when the voters passed the childrens' amendment. this legislation designates a portion of the property tax revenues per year into our department and we are tasked to administer and manage that. the funds was

renewed in 2000 by our voters and it is set to sunset in june 30 of 2016. the provisions of the childrens' amendment states that there has to be a three year planning process that dcyf manages. the cycle has a community assessment, allocation plan, essentially a policy document, and a funding road map, and finally a request for proposal which is the way that we implement the children service allocation plan. the department's goals as stated in the charter are for children and youth to be healthy, to be ready to learn, are succeeding in school and living in a stable, safe supported family communities and contributing to the development and vitality of

san francisco. during the 2010- 2013 funding cycle we initiated a new developmentally based outcomes approach that focuses on tracks progress towards the goals. children are ready to learn and children will succeed in school. we will continue the approaches into the next three year cycle. the strategies that we have developed for the 13-16 grant cycle builds on a strong foundation of work pursued by our department in partnership with other city departments in the school district over the last three years. we remain committed to core outcomes focused on learning and school success while recognizing that a wide range of support services are needed to achieve educational attainment for all students and youth. the approach described in this

slide is intended to be holeistic and addressing the needs of the youth and create healthy families and community environments that enable and promote school success. the strategies work sesubsequently to achieve outcomes from birth to the transition of adulthood. these outcomes are supported through investments in early child education and school time and leadership and development they're bolstered by support strategies and school support and youth community centers and nutrition and balance and intervention services. through our investment we reach over 50,000 children in the city and

we reach over 50% of the children in the support and provide service for 250 community based agents. we believe that our. >> >> investments will support all children and youth and recognizing that some of the young people face steeper hurdles than others to successful adulthood. to address this disparity we use an index of need to identify the neighborhoods that the children have the greatest level of needs of services. each of our strategies described here we distinguish between investments that address broad universal need and those to alleviate concentrated needs on the neighborhood level or targeted very specific types of needs such as english language learners, teen parents or homeless families and lgbt and

young people. so our proposed fiscal year budget is $144 million or $20 million more than fiscal year 12-13. the majority of the increase is attributed to the 14. 1 million-dollar increase in the school district fund for the public education and enrichment fund. the mayor this year has made a strong commitment to our public school children to ensure that they will continue to receive high quality education and are ready for college and career. as a result the city will fully fund this part this year. school district transfer funds makes up 43% of the budget. they include the prop h dollars, the baseline, rainy day funds. the revenues from grants that the department receives equals 4.3 million dollars and makes a 3% of the department's budget. they include state,

federal, criminal justice grants as well as a nutrition grant that we get from the state to fund our summer lunch initiative. the decrease from 12-13 includes an elimination of one time funding from a private foundation, and some anticipated one time reductions of a violence prevention grant. the 12-13 budget includes a large -- i'm sorry, the general fund equals $29 million or 21% of our total budget. it makes up 34% of the budget. the total childrens' fund equals $50 million which is a $7 million equal from 12-13. continue children proves has approved the department to maintain and in some instances increase funding in services. for the fiscal year 14-15 the

proposed budget equals 131 million or $12 million less than the 13-14 year and this is primarily attributed to the reduction of the prop h funding. the majority of our funds are directed to grants to community based organizations, or to work orders to other departments who will then grant them out to community based organizations. the work -- we work with other departments to leverage their expertise in monitoring and managing grants in their content area or to streamline and reduce the repeating of work in departments. for example we send funds to first five san francisco and fund all resources centers in the city. this reduces staff multiple city department working on the same grant. it reduces data entry

time for the cbo's. we also send funds to the department of public health and other agencies for mental health services and other services but i wanted to to call your attention to the fact that our administrative and operational expenses makes up only 10% of the entire budget. we are a very small but mighty department of small and dedicated staff who provide support and oversight of the funds much the department has three functions. our budget and fiscal which is self explan tors and process the checks for the cbo's.. the second function is planning and for the departments and our grants unit which i believe is the heart and soul

of the grant making work. program officers provide program and site visits to ensure compliance of the grantee's contract requirements. they provide coaching and professional development opportunities for grantees. the data and evaluation team also lives in this unit and they are tasked with evaluating all of the funding strategies, support grantees with data entry, and manage our robust but complicated data system. it's shared with officers to measure performance and assess outcomes of the department's investment and shared with our grantees in their year end report so they can track their own progress towards their goals. this slide shows the funding break down of our service areas. as you can see we have significantly increased

funding for the out of school time service area and youth leadership and empowerment development area which were the two service areas rfped in this cycle. the other two were done in the previous years. as noted in the previous slide the largest change in -- well, the largest change in the department's budget is the prop h increase, but the department continues to increase funding for our nonprofit agencies which is reflected in a 4.5 million dollars increase in funding for grants to cbo's and that represents a $2 million increase to work force funding and a $2 million increase to out of school time funding. we continue to partner with city departments to provide service. we have increased our work

orders with other city departments. the department continues to focus on quality improvements by working with cbo's to evaluate programs as well as provide technical assistance and capacity building for them. and in this budget we are requesting four new positions, one which is grant funded and through substitutions. as i stated earlier we have a small staff but quite a large budget. we struggle constantly to be responsive and accountable to our grantees, partners and of course residents of the city who entrust us to manage and administer these funds with integrity and accountability. these changes will allow us to give more individualized support through the grantees and bring in the expertise to guide the data work. currently our program officers monitor and oversee 60 to 70 programs. they are asked to provide observation

provides and to their grantees and with programs in coordination with our consultants. we also need more support in our data and evaluation teams to help process data requests that are frequently asked of us by lots of folks, particularly members of this committee. support grantees with data reporting requirements and work with planners and officers to create assessment tools. as we move towards an even stronger partnership with the school district and other educational institutions we find ourselves convening more meetings with city departments, private funders and other stakeholders to strategically think through what a system that serves children youth and families through this perspective should look like. we need more support to ensure that our partners are

coming to the table prepared and ready to join us in the work. the department's major initiatives are -- i wanted to highlight i mean we have a lot of different initiatives but i wanted to highlight three major initiative s. first is our partnership with the school district and the bridge to success work. san francisco was one of the very few selected cities to be receive a large grant from the gates foundation three years ago to try to change a system that will help young people complete post secondary education, and i feel like over the past three years we have done a great job in working with our partners at the school district as well as city college to try to address this need and we will continue to do this, but we will not have the grant from

the gate's foundation to do this but we have the support from the mayor and others. we want to address the needs of the lgbt young people in middle school as well as another initiative to support job and career experience in high school students who are -- i'm sorry, work base learning experience for high school students in our school district and finally another school district partnership is our english language learner initiative in which we want to make sure that we bring in nonprofit agencies to work with the schools to justify young people who need additional support, particularly limited english language learners and you have many times about the summer jobs initiative that the mayor is very proud of. we are -- we were the first

city in the country to raise our hands to the call of the president who wanted the city and the country to provide more work based opportunities and jobs for young people in the country. mayor lee said yes we can do it and last year he pledged 5,000 jobs for young people and we exceeded that by 205 jobs this year. this year pledging 6,000 jobs for young people and we are well on our way to meeting that goal. we are partnering with six organizations throughout the city to ensure that we have as much support for all of our young people and opportunities for our young people to receive this really great opportunity this summer and finally our summer programming. because summer learn suggest so critical dcyf is making summer a

priority and we will be serving over 200,000 meals this summer through our summer lunch program and for a new initiative, a new partner this year we're actually serving those lunches at some of our public libraries so young people will come, have a great nutritious meal and hopefully stay and check out a book and integrate reading into their summer activity. together we will be able to continue to make summer learning a priority and working with public and private partners to ensure that all of our youth has access to summer learning will be fully realized so that concludes my presentation. if you have any further questions i'm more than happy to answer. >> supervisor mar. >> i wanted to thank ms. sue, the director of the mighty small but mighty department, dcyf and great work done, but also that

community advocates that fought for the childrens' fund, the rainy day fund with assemblyman ammiano as well and it's wonderful to have increases in budgets that really, really need it. i did just want to say i look forward to the dialogue about the rfp process for how you allocated the distributions to various community based organizations. that's tomorrow morning at 10:00 a.m. and i did want to reiterate i called for the hearing because of concerns from some groups that didn't get funded but generally people wanting to know how the process worked and some initial analysis by some youth advocates pointing to drops in funding for district five at the highest amount of half a million dollars. district 1 a quarter million dollars, and district 6 about $181,000 while all other

districts went up so just different questions i think will be posed about the process and i know you have shared information to all of us about that, but i wanted to thank you for the budget and always putting equity and social justice first as you look at the children and communities with the most need, but i will say that if you look at data like zip codes or other areas too broadly -- for example 94118 which is in the richmond but also laurel heights you will see tremendous pockets of poverty. families shoved into garages in the area but living close by to multi-million dollar houses in areas right by them and i am worried if we look too broadly and the map you shared with us and looking at that zip code for example we miss tremendous needs in families and organizations that really try hard to serve those sometimes

invisible populations who are people of color largely. i think recent immigrant families that we're not doing our job to really look for equity for those that really need it. thank you. >> supervisor breed. >> thank you. thank you so much for your presentation, and i'm too looking forward to the hearing so we can have those kinds of discussions. i know tomorrow there will be a lot of people here i am sure for public comment, not just for dcyf, but there is also going to be an event at steps of city hall at noon to really push for and announce the summer day of learning. one of the things that was mentioned is that lunches will be served out of public libraries and one of the things -- this i am proud to say i know it's a big push. it wasn't just district five but district five had a lot of involvement for pushing for the

summer day of learning and one of the challengers that we have over the summer kids are not necessarily reading. they're not involved in academic activities and out having fun and playing at parks but sometimes the information is not retained and many times when they come back to school teachers can't get them to focus on what they need to focus so you're repeating a year's work to get them up to speed and by keeping their brains working i think this is an incredible initiative that the city is moving forward to get kids actively engaged and excited about learning and i am excited that we are opening up the libraries to serve lunches. i am a product of probably more lunches than i probably should have but the free lunch program was really a pretty amazing great lunches back then, and then there was a point things weren't so great and now we're moving towards a better healthy

better tasting lunch program for our kids, so i am really excited about that because i know as a former director of a nonprofit we spent a lot of money feeding kids through the school year so we totally rely on the lunches and one year there was so many complaints we had to spend more money feeding kids because the lunches weren't great and i know things have improved and have been wonderful. i also wanted to mention and i know we will talk about this more tomorrow and i know there are challenges and one of the challenges i always had was the fact there were organizations that were really good at doing paperwork but not necessarily for providing the support to serve the population they're claiming they're serving and

then you have others not good at paperwork but effectively doing the work but not necessarily articulating that well, and then you had a range of nonprofits and what maria sue as done i think in terms of act billity, professional development, organizational development is great because we're not necessarily there yet, but by holding organizations accountable and not just saying okay we're going to take away your funding but we will try to work with you to keep the funding and these are the steps you need to go through and this is the help you need and that's one of the things you said the meat of the department and the compliance people which had to have direct experience with. they pay attention to every detail and i think that's important because the fact of the matter is we're trying to serve children and i realize that also this money helps keep people employed but i'm not

willing to keep them employed at the expense of the serving the children we're supposed to serve as a result of this money so when we talk about who got funded, who didn't get funded -- i want to talk about the bigger picture. i want to move the organization forward so it's adequately funding the proper organizations that makes sense and take care that family and have the number of children living in the household or what have you and the same case with that zip code and supervisor mar's district and my district and a few public housing area and concentrated on two blocks so i understand the discrepancies around zip codes and i am looking forward to that discussion but also i'm looking forward to the discussion on accountability and i want to focus that we are making sure that every dollar that we spend there is accountability and it's actually serving the population intended to be served. that's

really the most important thing to me as supervisor, and thank you again for your presentation and i am looking forward to tomorrow's hearing where i am sure we will get deep into things but for now the budget we're pretty much done it; right? >> we have to hear from mr. rose first. >> great thanks. mr. rose do you want to give your report. >> mr. chair, members of the committee our recommendations total 580 in 13-14 and on going and 350,000 and savings to the general fund. they would allow the next listed here or 16-point 3% in the 13-14 budget. the total recommended budgets are listed here in 14-15, all of which are on going savings. these would result in $350,000

savings to the city's general fund in 14-15. >> and ms. sue are you in agreement or still discuss something. >> we are still discussing. >> okay. colleagues any questions for mr. rose? ms. sue? all right. we will see you tomorrow. >> a teaser for tomorrow. >> there you go. >> i believe last we have -- we're going to do county education office and i believe ms. rosenfield is going to present or monique are you going to do it. >> supervisors we can talk about the county education office. we have do have a representative here and monique can walk through the report on the public education enrichment fund. >> okay. then we're going to call -- mr. clerk can you