but they are paying for the electronic, and we keep archive materials that everybody needs. the state supreme court materials is one of the things we have. it is meeting a need for not only the legal profession, the judiciary, but it is for the public, and their needs are greater and greater. supervisor chiu: i appreciate that. having been in so many law libraries in san francisco, there are just so many libraries out there in just a little perplexed. i'm trying to understand how many members of the public who would not have access to other places use hours or even why our law library is not an annex of

our public library system. >> because we have completely different legislation. we receive some funds by the city and county by statute and by charter. supervisor chiu: but that would not have to be the case, obviously, if that change, right? >> it is state law. it can be changed in that way. yes, there are other libraries. there are law school libraries, and we utilize them for our customers as well, but many of the law school libraries are private, or you have to pay a fee in order to use the library. some of the materials that they have are not the kinds of materials that the -- -- regular public is interested in. ecb at one point, as you probably know, that there were not even practice materials at many law schools. we do tend to have a

demographic that the law schools do not, so many of them are not open or do not have materials for the general public to use. supervisor chiu: i appreciate that, but i just think for $750,000 a year, i wonder if there is a more efficient way to provide access to the public, and i think that most of these libraries have more extensive collections. i am religious asking the question is this really the best use for us to provide access to the public, so i would again provide my voice to just wanting to understand exactly who is serving in our library, how many members of our public who are not lawyers who would have access to these other places actually are served, and is there another way for us to do that? >> all right, thank you. supervisor chu: thank you. just to reiterate, for a long time, there has always been the question of how well utilize our law libraries are and if there

is a way to improve access. that is why i asked about the partnership with the public libraries and if there's a way to better utilize that. we've got public libraries and branch libraries across the city, said that as a good way to think about it. the other way also, in terms of revenues, if i look at the budget correctly, i do not see any revenue lines coming in. did you say we do trust the private law firms? them up by statute, we have to provide free access, which we do, but we do have some value- added services. they may bring in $60,000 a year, but that is not within the city's budget. supervisor chu: all right, thank you. if you could follow-up with the committee on usage information, that will be helpful. >> a cake, it is going to take me a week or two to be able to do that. thanks. any other questions? supervisor chu: i think that is

it for now. thank you. ok, department on the status of women. >> good morning. executive director of the department on the status of women. the mission is to promote the equitable treatment of women and girls of san francisco through policies, legislation, and programs that focus primarily on women in need. our overall budget is $3.5 million. i am very pleased to report that the mayor has committed to protecting direct services to women survivors of violets and their children. in the proposed budget, our single largest program, the violence against women prevention and intervention grant program, will be funded at current levels. i want to thank the supervisors who also supported us in this goal. what does our budget paid for?

we plan to allocate $2.74 million to 34 programs, ranging from crisis lines to shelters and additional housing, legal services, and case management that serve 30,000 women survivors of violets and their children annually. in the first six months of the year, these agencies serve over 15,000 women and 18% increase over last year, and over half of these women were primarily spanish-speaking. the agency's help 82 women escaped violent homes, slightly lower than the 96 last year. provide a transitional housing to 66 women, 35% more than last year, and feel that over 9000 crisis calls, a 32% increase over last year. with the same amount of dollars, with the exception of a onetime work order and the spike in marriage license fees, our partner agencies are meeting the needs of more and more women and

their children. with me here to there are members of our partner agencies. we could not reach this many women without their work. while our largest program remains intact, our budget reflects a staff reduction of 11%. we are only able to partially backed bill a full-time position that we lost mid year. this will make it a challenge to fulfil our rather large mandate. we are as green and effective a department as you will find in the city. for now, our budget is balanced. in the coming year, i will be pursuing grand opportunities aggressively to respond to grant opportunities which are shrinking. we have dedicated funding for our violence against women

prevention education grant program in particular because crisis services should not be so heavily dependent on the vicissitude of the general fund. our overall budget represents 1/20 of 1%. the small, our impact is large. together with the police department, we announced in march new police coze and additional staffing at the police department to address child abuse, elder abuse, and stalking, which constitutes the most pervasive forms of violence in san francisco. together with the human rights commission, we stopped the work of the san francisco collaborative against human trafficking that sponsored 20 out reach events in 30 days in january. we thank supervisor chu for her leadership in this area and invite all the supervisors to get involved in these efforts to fight slavery happening in our own city right now. our department continues to get

national and international attention for its human rights work. finally, i just want to announce that we are pursuing an opportunity to host the fifth united nations world conference on women here in san francisco, the birthplace of the united nations in 2015. the fourth world conference occurred over 15 years ago in beijing. this would be the first world conference on women held in the 21st century. with new and exciting ways to connect women technologically. we expect 50,000 women to come from around the world to shape the women human rights agenda for years to come. while our staff is small, our objectives are huge. i want to thank rebekah from the mayor's budget office for her support in this process. happy to answer any questions. supervisor chu: thank you.

we do not have a budget analyst report on this. can you talk about your staffing? you have generally 5 positions in your budget. how does that break out among the operational needs of the department? >> i have one commission secretary who doubles as an office manager. i have one full-time grants administrator who oversees the 34 programs, and then, i lost a full time policy analyst on the family violence issues, so i no longer have a full-time staff person dedicated to funding policy reforms on domestic violence. i have two part-time people working on human rights, the commission to eliminate all forms of discrimination against women. we do a lot of technical assistance with other cities. both those positions are part- 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 alof