we get those two academy classes going. i do want to ask about station 5 in particular. i know we have plans to -- i think 2016 to do work there. i know that in the bond it's only for construction, but at the time i know one of the challenges we dealt with with station 5 was the need for fixtures, the need for equipment and other things in order to make sure that the station was made whole. and, so, i'm assuming that that's something that you're going to be anticipating down the line within the next couple of fiscal years because we are going to need -- it's going to be a brand-new station that may not be able to accommodate some of the old equipment or old materials, that we are going to have to look at possibly spending a significant amount of money to make sure that we have what we need in order to make that station completely operable. >> it's an excellent point, supervisor breed. and it is something that is on our mind.

we are very good about salvaging what we can to put into the new stations. case in point. when we moved from third and howard, station 1 over to folsom between fifth and sixth, we brought a lot of equipment and furnishings over to the point that it would fit and it would work. but we did need to invest some additional dollars because of sort of the different set up and layout of the station. so, similarly particularly for station 16 on greenwich which will be under construction, i believe beginning next june of '14, the completion about june of '15, and you're right, about roughly the 16ing time for station 5, we will have to account for that in future budget cycle. >> okay. i wanted to also ask what the marine earthquake -- marina earthquake memorial was, a recommendation to decrease the allocation in the budget analyst report. >> yes, that is something that

we were approached by members of the community to consider a memorial which would be primarily funded through the community to commemorate all that happened october 17th of 1989 related to the loma-prieta earthquake and the fires that followed in the marina district. it's a project i believe that's nearing three quarters of a million dollars, community funded, but also something that is near and dear to the department. and it's something that we want to partner with the community out there to build and to see as a commemorative aspect to what occurred in december of 1989 -- sorry, october of 1989. >> to add to the chief's comments, this is something that's been brewing in the community for about a decade at this point in time. we've done some fund-raising around it and we're compiling other resources as well. but the idea is given that the

firefighters and certainly the fire boat in phoenix and the books have been literally written about it really saved that area in town is to build a memorial for the firefighters who did it that day. that's the entire project. >> okay, thank you. i just wanted to ask a question about the equipment. i'm actually very excited to see that there is purchasing of new ambulances and fire prevention vehicles and other things. and i think supervisor wiener or one of my colleagues had a hearing or there were discussions around the concern of vehicles in the department, and i just wanted to know more specifically how this decision was made and what does it do in terms of helping with the department, and is it enough and how far do we need to go? >> supervisor breed, just so i can confirm the question,

you're asking me about the new equipment that we're getting or about supervisor wiener's legislation? >> i'm asking about the new equipment and the -- because there is -- i think we had a discussion about this previously, that there were some real challenges with some of the older equipment and you answered some questions about the ambulances in particular and i don't remember the exact number that we needed to replace. but i see here there's nine. so, i wanted maybe a comparison of exactly, based on what needs to be replaced -- i don't know if you have that now, but exactly what you're replacing based on what you actually need to replace. >> okay, thank you. long ago or about 6, 7 years ago the fire commission, we had put before them a resolution which we passed about a fleet replacement program. one of the things we want to try and get past and we have sort of experienced stops and starts, instead of ordering a whole bunch in a fiscal year or two, it's not the most

efficient way. it's better to order, say, 3, 4, 5 apparatus at a time so when you come to replacing them, it's more equitably distributed. so, we have very aging fleet, particularly our ambulances. and of all things, our members travel in engines and trucks and it's just our members. but the ambulances are where we're transporting very sick people in addition to our members. so, we have ambulances that candidly are over 200,000 miles in this hilly city. so, long overdue. we just took delivery of five ambulances and then in fiscal 13-14 another five ambulances are coming on board. and then i believe another five. so, that is -- they're overdue. they're really needed and we hope to in future years continue that level of purchasing, but we're also very proud because it's been awhile since we've been able to purchase.

our fire prevention vehicles, we had some issues that came up in the press regarding our unleaded vehicles prior to 2000. they don't have what's called a vehicle recovery system. 90% of our vehicles in the department are diesel fuel vehicles, but for the unleaded prior to 2000, we've been able to now get rid of most of those. they have heavy mileage, well over 150,000. so, we replaced eight of those vehicles with hybrids, smaller vehicles, i believe they're ford focuses. that's great. and we're going to do some more of that in 13-14. and then we're also going to order i believe 10 engines. we have on order 10 fire engines and then there will be six trucks, aerial trucks coming in 2, 2 and 2. so, it's a good time in terms of replacing some of our fleet and we're very pleased to see that. >> i just want to, of course, stress the importance of a need to, and i know you know this of all people, but the ambulances

that we have in the city clearly need to be replaced, probably even more of a rapid pace than they currently are. so, i'm really happy to see we're moving in that direction. thank you. >> thank you. >> colleagues, any other questions at this point in time? okay, thank you, chief. why don't we go, mr. rose, to your budget analyst report for item number 7 as well as to the budget. >> mr. chairman, members of the committee, on page 40 of our report, we make reference to the legislation item 7 file 05 46 relative to some fee increases and we have a table on that page. and we do recommend that you approve that resolution. we note that the proposed fire department budget is balanced based on the assumption that the fee legislation will be approved. regarding our recommended reductions, we recommend 1.3 million 408 in 13-14.

of that amount a million 249,7 88 and 50,000 one-time savings. these reductions would still allow an increase of 6,93 2,883, 2% in the department's 13-14 budget. we recommend closing out also prior year unexpended general fund encumbrances which would allow the return of 15,339 to the agenda fund. so, those two amounts combined result in a savings of 1,315,747 to the general fund in 13-14. and on page 41 i recommend the rep roeducks total a million 664,7 78.14 50 of that amount, [speaker not understood] are ongoing savings and 210,90 4 ongoing savings. these reductions would still allow an increase of 10,2 41,733, or 3% of the department's 14-15 budget. and we will certainly work with

the department in the ensuing week and report back to the committee. ~ >> thank you very much. chief, anything else to add at this time? >> no, thank you very much. >> okay, thank you. up next we have department of emergency management, ann crone enberg. thank you for your patience here. ann is not next in line, went to pick up her grandson. so, we're going to get moving. >> also included would be item number 9. >> could you call item 9, thank you? >> item 9, ordinance amending the police code to transfer administration of the police emergency alarm ordinance from the department of emergency management to the tax collector and clarify license renewal and appeal procedures.

>> good afternoon, chair farrell, members of the budget and finance committee. thank you very much for having us today. my name is ann crone enberg, i'm executive director of the emergency management. we prepared a very brief presentation for you today. hopefully we have covered the issues that you put forward. you wanted, chair farrell, and also supervisor mar. functionally -- you did, okay, thanks. functionally, dem is comprised of three operating divisions. division of emergency services, division of emergency communication, and administration. in addition to this you'll see the dotted line on the slide, the bay area uasi management team reports to me because san francisco is the fiscal agent for the region's uasi funding. all homeland security funding that comes to the bay area

comes through san francisco. the mission of the department of emergency management is to leave the city in planning, preparing, communicating, responding and recovering for daily emergencies, large scale city-wide events, and major disasters. dem is the vital link in emergency communication between the public and first responders and provides key coordination to city leadership departments, stakeholders, residents and visitors. so, again, touching very briefly on our core services, emergency services, we develop and coordinate a comprehensive city-wide emergency management program. we develop and maintain a comprehensive training and exercise program. we are the emergency medical services agency. we have grants management for federal and state programs and we manage the state of

emergency operation center. the core functions of our emergency communications division, we process emergency calls from within san francisco for first responder dispatch. 80% of those calls are law enforcement, 14% are emergency medical response, and 6% are fire suppression. we receive approximately 18,000 calls per week on a 24/7 basis, and more than a million calls a year. we support police, fire and ems field operations through radio dispatch, and we also process nonemergency police related calls for service. in our administration and support functions, we have finance, the budget accounting procurement, i-t services including 24-7 maintenance of our 911 system infrastructure, administering vendor service agreements and supporting our

public safety departments. human resource functions include recruitment, lead management, labor relations and payroll, and then, of course, the facility management for the 911 center and the eoc. i wanted to touch on the bay area uasi. as i mentioned to you, the management team is governed by a regional approval authority. but because san francisco is the fiscal agent, i chair the approval authority. the approval authority is made up of representatives from the three core cities, san francisco, san jose, and oakland, and the surrounding 12 counties. alameda, contra costa, marin, napa, san francisco, san mateo, santa clara, santa cruz, solana, san benito, and we have a representative from cal ema who is a nonvoting member. the approval authority provides

the policy and direction for the decisions that are made regionally for funding for the uasi. so, while san francisco is the fiscal agent and this year we are getting about $22.9 million, 77% of that money goes out to the region for regional projects. it's subgranted to the other jurisdictions. this is done through a series of working groups that meet on a monthly basis, report back to the approval authority, again, make recommendations based on risk and threat assessments, and ultimately the projects are approved by the approval authority. in terms of our budget sources, in looking at our budget, this bar graph will reflect a primary reason for the change in the general fund support and

the increased associated grant revenues. the reason that i so strongly wanted to put that $22.9 million in pass through grant money in our budget which we had never done before is that the federal government has changed the performance period on these grants from 36 months to 24 months. it's a very short time. so, what we wanted to do was make it easier to spend down the money in a more efficient manner rather than coming back to the board midway through the year to get approval and thus actually delaying the process, sometimes because the federal government has been late in getting the grant allocations to us by nine months into the performance cycle. the other remaining sources of the budget are work order recovery and emsa revenues. those are just small parts.

our budget here, as you can see, we did a three-year comparison. very similar between 13-14 and what we project between 14-15. the difference you'll see is from this current year 12-13, and again primarily it's because of that pass through money. in terms of expense categories and our expenditures, primary expense of dem's budget is tied to salaries and mandatory fringes. other significant expenditure categories include work orders, debt service payments, nonpersonal expenses. given the revenue changes, dem serves as the fiscal agent for this $22.9 million and as i said, 77% of this are subgranted out to the region. we have a number of new initiatives i wanted to touch on in the dem's budget. the cab project is actually not

a brand-new initiative. we're in our third year coming into our third year of this project. cad system went live in april 2000 ~. it's a reing the end of life. vendor indicated that the current cad system would not be supported after march 31st, so, we did go to port and get an allocation of money. we're in the third year -- third and final year of the project and we're excited that we're going to be turning over into the new cad early in the next calendar year. the other project i wanted to highlight was the bay web project. you've heard about this before. it's a regional data communications network that will allow first responders throughout the area to communicate data seamlessly during disaster as well as on a day-to-day basis. it's cutting edge technology. this project was on hold for approximately a year because

the federal government was pretty much figuring out in d.c. what they wanted to -- what they wanted to do with the project. they set out -- they put together a group called first net, which has been meeting now since last august. project is going full steam ahead and we're very excited that we are one of the few areas that are going to be in the pilot of this national system. in terms of capital planning projects, things that were approved are going to be really adding to 10-11 turf, much needed kinds of repair work like the gutter replacement project, electrical improvements and the hvac improvements. dem's overtime budget is 1.1 million annually. our overtime is used primarily to fill backfill personnel absences and increase staffing for special events.

our management strategies include daily monitoring and adjusting the minimum staffing levels for efficiencies and to ensure we don't go over our overtime budget. and i'm very pleased to say at the end of this year, we will be within our overtime budget. we are hiring, proposed to hire 11 new ftes this year. 10 of them are for 911 operations staffing, new dispatchers. we plan on having a class in january of 2014. we did not have a class this year. so, we're very pleased that we are going to be able to hire -- do a new post academy for 911. we've also requested -- these are existing positions. they just are not staffed at this point. we have the ftes rather. dem has also requested one new position related to the public

safety radio project. so, the public safety radio project, this is a replacement of the city's public safety 800 megahertz land mobile radio system. through this initial funding this year, we are going to be doing a -- we hope to hire this individual early next year, by october certainly at the latest. also to skiv out what the project should look like, how we interface with other p-25 systems within the city. ~ scope out we think what the project planning phase will probably be about two years, and the full project completion is expected in 2018. again, the current radio system we have now is 13 years old. it needs to be replaced. it's end of life, so, we're very pleased that through coit

and through the mayor's office in the city is supporting this effort for our first responders on the street. you asked about proposed legislation. we have one piece of proposed legislation, which i believe is item 9 on your calendar today, and was called in conjunction with this, and that's to transfer the administration of the police emergency alarm ordinance from dem to the tax collector. dem would remain responsible for certain technical requirements of the alarm ordinance and for the emergency dispatch system. the proposal would clarify the procedures for the annual renewal of alarm licenses and for appealing the imposition of penalty fines or the revocation or suspension of a permit license. fiscal impact is neutral. the false alarm program was part of dem's base budget, transfer of function reduces

our operating budget by $76 2,000, but it is transferred offer to the tax collector, excuse me. in addition, the program manager who is an 1824 will move to the tax collector's office. and then, supervisor mar, in terms of your cultural competency and how we are better serving the people, the residents of the city and county of san francisco and visitors, i've referred to our language access programs. through our vendor, we -- our 911 are able to provide 911 calls in over 170 languages. we had last year approximately a million calls that came into 911, we had about 14,000 of them requiring some kind of language translation.

we translated last year into 37 different languages. about half of those were spanish. the next largest number was cantonese, but we also translated in mandarin, russian, vietnamese. we update this information on an annual basis and are happy to share with you the exact numbers. we also provide our emergency preparedness and services material in multiple languages. we have russian, chinese, spanish and vietnamese. we take every opportunity we can to go out to fairs throughout the city and pass out our literature and talk wherever we're asked from a public -- any kind of public event, we say yes. we delight in being able to go out and share the information we have to our very culturally

diverse city. the city's outdoor warning, public warning system also has the capability of using multiple languages or testing in multiple languages. on the tuesday test you hear at noon in certain neighborhoods, you would hear cantonese and certain neighborhoods you would hear spanish. so, we continually test that and make sure that we have people who speak those languages because that is out of our 911 center who are able to communicate. we also work, as i mentioned, with neighborhood groups. one group i wanted to point out was the chinatown community development center. we did a special disaster preparedness program for them. we actually put them through a little -- it's almost like -- i won't say nert, that's too big, but a disaster training that went on multiple weekends. and whenever we go out, we say

to people where english is a second language or they don't speak english at all, very first thing when you say when you call 911 is your language preference. so, immediately say, you know, mandarin or cantonese and we can hook you up quickly. it's very difficult when our operators are answering and they're trying to figure out which language it is. we're proud of the work we do. we're very happy that we've worked with the budget analyst this year, very closely with harvey rose's office and melissa lee melissa in particular, with kate cunningham [speaker not understood], and we do agree with the budget analyst report. i'm happy to answer any questions you might have. >> thank you. i see no questions from my colleagues. thanks, ms. crone enberg. mr. willie as well from her office. let's open this up for the budget and legislative analyst

report. mr. rose? >> mr. chairman, members of the committee, on page 49 of our report, our recommended reductions total 77,5 56 and 13-14 much which 73,877 are one-time savings. 3659 are ongoing. these reductions would still allow an increase of about 21.9 million or 45.9% in the department's budget. for 13-14. ~ and on page 50 we note that we are also recommending closing out prior year unexpended general fund encumbrances which would allow the return of $625 to the general fund. so, together these recommendations will result in 78,181 savings to the general fund in 13-14 and for 14-15 our recommended reductions total 3,6 81 which are ongoing savings. would still allow an increase of 74,7 79, or .01% in the

department's 14-15 budget. >> thank you. any questions in it sounds like, ms. crone enberg, you're in agreement with mr. rose. >> total agreement, yes. >> so, i see no other comments. mr. clerk, we have called item number 9 as well with this. so, can we accept the amendments by mr. rose and the budget and legislative office? colleagues, without objection, thank you. and, mr. clerk, do we need to act on item number 9? >> this item will be continued until friday for public comment. >> okay. thank you so much, ms. crone enberg. >> thank you, supervisors. >> so, next hep is our public defender jeff hadaji. >> do you want to see us next week or are we through? >> i believe we don't need to see you next week. >> okay, thank you so much.

thank you, mr. hadaji. >> thank you, good afternoon, supervisors. going to the first slide here, it is very hard for a trial lawyer to contain himself to 10 slides, but i did so. the public defenders office mission is to provide effective and competent representation to people who cannot afford an attorney. this is a constitutional mandate. it's found in the u.s. constitution in the sixth amendment, the california constitution, as well as in the city charter. in terms of who we serve, we

serve approximately 23,000 clients every year. in 2011 -- 2010-2011 we served 23,853 to be exact. the recent socioeconomic report noted the ethnic and geographic disparities within our cities. and if you look at the population that we serve, the demographics that we serve, it's almost identical to the disparities noted in that report. 51% for african-american, 24% white, 16% latino, 5% asian, and 4% others. in addition, 10% of our clients are non-english speaking. 5% are undocumented. 15% are severely mentally ill. and most, if not all, are below the federal poverty level, which is a standard we use to determine eligibility for our services.

here we have a summary of our budget and full-time staff positions between 2013 and 2015. what you see here is there are staffing level is actually going down from 157 to 156. what's not reflected here is with the assistance of the mayor's office as well as the controller, we have reduced our staff by five. and as you recall, we had some problems earlier in the year in terms of overspending and temporary salaries and that has been resolved such that those positions have been eliminated. so, there actually is a loss of five positions that's reflected here. in terms of the work load of our office, our largest division which involves felony cases, we handled in this fiscal year