time. supervisor chu: sounds like you have one person managing the grants, and the remainder our policy. >> that is right. yes. and we have one commission secretary. supervisor chu: just on the question of the gender equity principles initiative, can you speak a bit about that and tell me about the performance it looks like we have 23 that were engaged in this process in 2010 but we have not made much processed in getting other private sector entities to engage. -- not made much progress in getting other private sector entities to engage. >> we have gotten our leading companies to develop on-line sub-assessments that can be taken anywhere in the world for companies to improve their gender equality.

we have health corporate round tables to get feedback to make sure that this is a tool used by companies. if we are poised to do a major revision of that website in august and then we will be ready to recruit many more companies to take the tool now that we have solid record set of changes that need to be made to that tool. >> so, it is really the creation of an online self-assessment of companies to see if they are meeting gender equity principles? >> correct. united nations have taken an interest in this work and have adopted major portions of the initiative. >> the work that has been done so -- supervisor chu: the work that has been done so far

creates what it would look like blood not to recruit and engage participation just yet? >> correct. supervisor chu: i see. thank you. supervisor chiu: i was reviewing the work that you were doing as far as over viewing the justice project. can you go over, just after it came out a few years ago, can you give us a sense of how far along we are in adopting the variety of recommendations flew in that project? i know that some of them have been achieved, but many have not. can you characterize from your perspective how many have come and where we need to go? >> we have had over a decade of work in reforming the city's response to domestic violence. the first is that the sheer

number of domestic violence homicides have gone down from about 101 decade ago to two or less. that is huge. we are definitely headed in the right direction. i want to highlight our of progress on stock language access. before 2009 if you were to call 2000 e.g. if you were to call 911 and say the two were being -- if he were to call 911 and say that you were being stalked by your boyfriend, the response would have been that the person needs to enter your premises before we can send the police. there was no way to identify that threat as a risk of stalking.

in some cases by the time the perpetrator gets in, it is too late. thanks to the leadership at the police department, there is now i checked a box available to the 911 operators for women and men to report stalking. that information stays with that particular case throughout the stages of the criminal justice system. of language access we have made strides thanks to the city administrator. there were several reports of victims being unable to communicate with first responders at the scene. some were using the spouses as translators and they themselves got hold off because that spells reported something very differently.

there must be ways for police officers to communicate with the victims. we worked with at&t and worked out a donation of cell phones to be connected to language lines that have the capacity of connecting officers to over 170 different languages. currently they have the code to connect victims with an interpreter. the police did not like this method of first. they wanted officers responded -- responding in the language of the victim. of course, that is the gold standard. the van city administrator worked with the ne casey

foundation to conduct a language training program for officers. several were in chinese and spanish for officers that wanted to know the basic vocabulary. these are important policy reforms after a one decade long effort focused on it. supervisor chiu: my question was more -- what do we still need to do? there were options that had not been implemented. one interesting fact is that san francisco does not have a workplace violence policy. zero tolerance, different from the domestic violence policy. we should start here with city-

wide domestic violence policies. partner agencies have basically been doing more work for the same amount of dollars. those are very big issues left to address. supervisor chiu: thank you. supervisor chu: i also want to reiterate my thanks to your department for the work you have done for language access and training individuals who could use the language to help victims to know the terms used. even in my on experience talking to people, i could not necessarily express the right words of what was happening. i do appreciate your work on that. we do not have a budget analysts report. without any other questions from

the committee, thank you for the presentation and we will not be seeing you next week. the next department is the fire department. we have our chief. >> good afternoon, chairperson, members of the committee. i have the chief financial officer passing out the slides that i will be presenting today regarding the fiscal year 11-12 budget. if you like we can discuss the budget analysts report. he is bringing it up now. while we are bringing it up, i

want to acknowledge the work of the mayor's budget office and their partnership with us. also, the framework of the comptroller's office. i know that my chief financial officer has worked closely with mr. ian hart as well. my deputy chief in the administration, monica fields, has done a lot of work in preparing this. to get started we will take you through this. some of these slides you have seen before. first and foremost is the department summary. to remind you, we do staff 46 firehouses. including treasure island, the presidio, and the san francisco international airport. funding comes from the airport. command consists of myself, the

chief of the department, two assistant deputy chiefs, and six regional assistant deputy cit -- chiefs. they come from homeland security grants at the airport. the next slide talks about $300 million for an operating budget. $275 million comes from the general fund. dominated by the general fund for our department, the second- largest source comes from the public safety sales tax and fee for services like ambulance transport. accounting for 10% of our resources. earlier at the airport we received reimbursement for staffing down there.

regarding usage by typing, as far as budget expenditures go we are heavily limited in terms of 91% of the budget being satisfied by the salary of other budget members with approximately 9% of the budget for all other functions needed including maintenance of our facilities which total 50. utilities, maintenance, repair, but the administration side of the department. in terms of budget staffing and benefit costs, in addition the department does have a staffing requirement which must be met.

the large majority of the department's budget is dedicated for operations, which makes a lot of sense as it is fire suppression emergency medical services. this also includes the staffing of our fire station, as well as the station 49 ambulance chair that comes every day in the city. outside the budget covers administrative and support functions including training in the bureau of fire prevention and the investigation. we have gone through this with you before, but the then mayor had asked for a 2.5% reduction in the mid year. this is a breakdown of how that was met. we were able to come up with

1.3, representing 2.5% of that 10%. the next slide van goes into the proposed budget that the mayor presented to you on june 1. savings from labor concessions, i shall let you know that that is a work in progress. 1/4 i am optimistic that we will get their -- progress. i am optimistic that we will get there. i will participate this afternoon. i will keep you posted on that. it is likely that we will be back next week. i will keep you posted as we progress.

we are going to continue do it -- continue deactivating during renovations. it was 22.5 at harrison, housing the fireboat end engine adjacent to the fireboat that we have deactivated. that will continue to save us to $0.5 million. we were carefully watching as registration went through summary bill 210. helping us to return to the way that we operated prior to 2008. to the same county residents and visitors, that covers that one.

>> as presented before the committee -- supervisor chu: as it was presented before the committee last time you mentioned this item and the revenue change at the state level. can you give us more of an update as to when you think it will come out in terms of the budget over the next few months? if you could speak to it a little bit and whether or not the amount in the budget is considered conservative. >> we are cautiously optimistic at the state level, but it will have a positive impact. i have spoken at length to the next presenter in the department of emergency management. we have worked with the city attorney's office.

we have worked on supporting ab 210. it is very important because what it means is that additional revenue is coming into our department. i know that you have asked to assist with supporting efforts and i think we will be preparing resolution for you to weigh in on. we are optimistic that this will pass sooner. right around this part of the fiscal year. in six months or so we might be able to see the benefits of that. supervisor chu: releasing a hold on the part, i know that the supervisors were interested in that and we will look to see what we can do to be helpful in

bringing in revenue in. >> we appreciate your support. in snapshot we talked about the 2.5% made in mid year cutts. as proposed by the mayor's office. as i said it, it was about $2.5 million. i promise to keep you updated on local negotiations. the path forward and the vision for this department, several of the things we are looking upon, we want to monitor what is happening at the state. there is also something we are

looking at closely in terms of recruiting additional funds for medicare and government agencies that would benefit the bottom line. minimum staffing, we are constantly reviewing that. we argued lies in peak periods to be as efficient as we can, responding to the number of calls that we are responding to, not necessarily to many at one time but making sure that we are adequate to cover the city. it came up before, this committee with an analysis on overtime and full-time equivalents. when i became chief we had an little over 1700 uniformed members and we are under 1400.

we have an academy comprised of 36 members. retiring at age 55, we are taking a look at making sure that our staffing model is efficient. in recent years we have increased over time, which is counterintuitive, over time not being a good word in most cases, but we have proven it to be fiscally more solvent for us. we are at the point though where we could prevent some staffing challenges and so forth. supervisor chu: this is a topic

that comes up all of the time, the usage of overtime. you had included more on how the department's active message policy was to do more fit with finance policy, it being better to do that. can you speak about that? it is counterintuitive. >> i would love to be able to provide you with greater detail on that. >> thank you. to elaborate on department staffing, in the past few years we have over five more -- we have relied more on overtime than regular staffing. there are fringe benefits paid to employees during overtime. members do not receive those.

they are well -- they are held. there are provisions during the overtime and there is straight pay for the member. in addition, there is relief paid to members where they are sick or on vacation and you have to account for those missing were periods. we have a certain number of people that must be on duty every day. in most cases an overtime shift gives us flexibility to plug in where we see fit in where staffing is needed. supervisor chu: it sounds like it is primarily the flexibility of plugging people in when they are said or not available to

work while maintaining a minimum level of staffing. you would not want to staff 120%, but she would want to be able to plug in the people as needed. >> absolutely. too many people without enough vacancies, you would want to be in a position where you could plug in rather than the reverse with too many people. supervisor chu: in terms of overtime and a person working overtime, they are already receiving health care benefits and retirement benefits, they are not getting more medical. >> absolutely. supervisor chu: on the last point, retirement benefits, you said was -- >> we have looked to

historically what the data has shown. about 1.4 times. there is savings from those first 10 hours. supervisor chu: thank you. supervisor mirkarimi: good afternoon, chief. i noticed that in the early analysis with that the budget analyst, there is still a 4.4% budget increase in the department's budget. where is the $3.5 million hole in the budget that we have heard exists? it was brought to my office his attention that there was a $3.5 billion old with an increase in the budget itself.

>> right now there is a $9 million assumption because uniformed members of the fire department are due a wage increase on july 1. there has not been an agreement as of this state. with $9 million if the wage is taking it -- taken. that is something that we are monitoring closely. supervisor mirkarimi: if the consequence is not made whole, in the stand there are two stations for opposing the activation, correct? >> when we were talking about the budget in april, we wanted

to be very candid. we did not look at the contingency at the time, as we were concerned it would have adverse impact. when the budget was presented, there was deferral from the members of 107.98. my feeling is that if that was not resolve their would have to be an operational decision made, including potential brown outs. supervisor mirkarimi: these are heavy hammers. why those two stations? >> we gave you a thorough analysis of those stations. it was based on location and if

-- yet would not be a station that would be eliminated, it would be an engine company. the station would be up and running. our analysis was basically that if that company was removed, what is the closest engine coming in. when we elected this analysis, for example, station to in chinatown was deftly populated and surrounded in close proximity by three other stations. if they were on another call or deactivated, they would be in a response time fed had less of an impact on the sunset district. copper those stations that we

mentioned in april -- those stations that we mentioned in april, and engine 14, engine no. 7 in the mission dystrophy, -- in the mission district, hopefully we will not have to go there. supervisor mirkarimi: what financial responsibility has been enhanced or changed by us absorbent of presidio off? -- cuff absorbing the presidio? >> we entered into a 10 year contract with them, reimbursing the staff and the engine companies out there. we did not assume additional revenue on top of those

salaries as they paid us to provide the service out there. supervisor mirkarimi: are they our employees? >> yes. supervisor mirkarimi: is it cost beneficial? >> yes. supervisor mirkarimi: the federal government is reimbursing us? supervisor mirkarimi>> it is a e resources. supervisor mirkarimi: are we in the second year of that agreement? >> yes and it is a 10 year contract. supervisor mirkarimi: what is the nearest station in that area panama of -- area stalof? >> the top would be station no.

10 with stations out in the richmond district. supervisor mirkarimi: with regard to projections with that the fire department's readiness for large events, like the america's cup, which is coming? >> a perfect segue. we will continue to pursue grant funding. basically, post-9/11 in the urban areas security initiative when funding was made available. as a city moving through the department of emergency management, mostly those are separate training exercises and equipment.