very quickly, this is a little tough to read because of the small print, but it will give you some indication of how the human rights commission is organized. we are actually organized into four distinct divisions. one is a non-discrimination division, which deals with non- discrimination policy. second is the division -- what we call 14b local business and power division dealing with contract and non-discrimination contract in. third is the 12b equal benefits division, and fourth is the human rights administered to city bond division. the budget for 2011-2012 is an increase of $98,000 over last year's budget from 5.768 mill ion. this includes an absorbing the

increased personnel costs and increased benefit costs year to year. you can see in general terms the three different divisions -- or four different -- yes, three different divisions. for 2010-2011, 2011-2012, and also personal expenses, these are on our work order fund expenditures. work order fund expenditures have gone down by 8%. but the agency is funded by three distinct areas. one is through the general fund

support. third is through the work orders, with various agencies in the city, and for, and the final one is a sure yvonne, which is also through work orders -- sure the bond -- shirty -- surety bond. one of the primary things we did this year is previous years of the human rights commission, all of our non-discrimination and policy personnel costs were integrated into our work order funds, so each of the major contract in organizations in the city paid a percentage of our non-discrimination and policy division. since none of these directly impact those particular divisions, and they are more of a citywide function, we work with the mayor's office to separate all of our non- discrimination activities and put them directly on the general fund and then reduce the costs of the general work order fund

to offset or exchange the increase in general fund. this gives the policymakers and the mayor's office the ability to see exactly what we're spending for each individual item within the human rights commission. this year, we're spending a little over $800,000 on non- discrimination and policy, which has increased the general fund of roughly $400,000, but that $400,000 has been offset by a corresponding decrease in work order funds, which are general fund departments. consequently, our overall increase in general fund after you deduct the reductions in work order funds, is about $38,000. these are the various work order funds.

it is very hard to see, but you can see with the large, round graphs that our primary work order funds, they fund primarily all of our work order activity. surety bond fund, which is the fund that allows us to assist small businesses and local businesses in gaining performance bonds. again, primarily funded through the puc, the airport, and dpw, the major contract in bodies of the city. as far as authorizing and funding personnel costs, going back to 2008, our aso is reduced from 48 individuals to 41 this year, but our funded positions have gone from 40 in 2008 to 36

this year. we will actually be reducing the funded positions one position from last year. major accomplishments for this year agency-wide -- major one is restructuring the budget to make it fully transparent. is the first time since i have been with the agency and for about 10 years that it has been fully transparent to the policy makers where we spend our money. we also developed a new cost- allocating system q basically zero-based budgeting where we will be putting in the next few months a time keeping system that will build directly each project and cost to each

individual work order agency and will accumulate the individual hours and build them directly with a quarterly reconciliation. policy and discrimination units -- we have been working very hard this year through our policy unit to recapture the prominence that the human rights commission has had in the united states and past years. we work on things such as the public hearing. we had two of them this year. and that morphed into a much more interesting discussion about san francisco police department and their participation on a joint terrorism task force. we've been working closely with the agencies in the city to resolve that issue. still working on sanctuary city. we have two sanctuary city complains that have been in the agency for a couple of months. we are still working with agencies to resolve those. also, we have worked with both the minority and lgbt communities.

with an increase in the total number of discrimination complaints reviewed, process, mediated, we have also reduced the number of intake days. that has given us a more efficient way to process these complaints. 12b -- equal benefits. through the leadership of the controller's office, we have been able to eliminate this year seats -- six months of backlog. now, all claims were applications for equal benefits are handled. the initial response to the application is handled within 3 days. 14b, lbe division, in the first two quarters of this year, 34% of all city-wide funds went to local businesses, which is a new high for us as far as percentage. we worked with supervisor chiu,

supervisor chu, and other members of the board of supervisors to revise it, and we had another mention of the supervisors coming up that i think will make, again, significant developments. those revisions have had a significant -- given us a significant increase in number of lbe firms that are qualified for micro-set asides, and have also decreased almost 20 the number of protests we have had on bids through the good faith efforts, so we appreciate that, and is making a lot more efficient for the local business community. supervisor chiu: i was wondering if your office has been generating the regular reports that we were hoping to see -- >> we have. we have on a quarterly basis, and we presented to our commissions and made them available on our website to basically everyone. supervisor chiu: i would love it

you could send the last couple over to our office. >> this year, we have made every quarterly report from the beginning and shown, i think, a pretty consistent increase in lbe participation and a pretty consistent increase in number of certified firms. we're very proud of that. and the new program has something like 45 or 50 firms that are for dissipating in that as well, so it has been a very successful project. surety bond division -- will prove about $5.6 million worth of performance bond, of which about 1 million guarantees have actually been issued, with the additional guarantees pending final award of the contract. we conducted 115 meetings for technical assistance -- things like how to do business with the city, how to do a financial report, things of that nature, and we have conducted 12 workshops in our outreach office, with attendance of

about 150 people, and we're very proud of that, and that is going to be a very successful venture. supervisor chu: i think the intention is to get small businesses that otherwise would not be able to bond. are we seeing in terms of the uptick in for dissipation that the program is pretty evenly spread out? do we have participants for new businesses signing up or leasing the same folks cycling it? >> i would say pretty much the latter. i did analysis since you guys spoke a couple of days ago. it is about five firms that actually receive those awards.

31 contracts, and i believe it was 13 total firms. what i have asked him at this point is to do a financial analysis for you, and we will get it to you in a couple or three weeks, and we will look at the effectiveness of this program. if you look at the raw numbers, it looks like it could be more effective. supervisor chu: thank you. i would be happy to look into that. >> the last is the asked to look into the five-year strategic plan agency-wide. strategic plan involves basically reestablishing our mission and our prominence as the preeminent human rights commission or agency in the united states, and through the man's a project and for others, such as the previously are arrested and convicted program that we are working with the

reentry council on, which we will be introducing to the board of supervisors, hopefully with supervisor mirkarimi's continued support, which will add protected class, to previously incarcerated individuals, we are out region to businesses, apartment owners, and others in the city and having outreach meetings across the city to determine and discuss the -- that. we're looking for a grant writer and other non- governmental funding. we're hoping that by the end of the first year, we will have identified additional outside funding and be able to plant the general fund and the first two years and within a three to four-year time frame, i will be able to fund.

it is starting to be implemented immediately. we are starting the final contract in doing it in conjunction with olse and oewd, and we are using the elation system, which is the same one being implemented, and we're using models that have already approved by the city, and we hope to be able to start training our people within 90 to 100 days. we are also transitioning to a paperless system within a couple of years. we were the pilot program with the controller's office on full

forms -- filiform, and all our forms for certification are fillable forms online. individuals can download them and build online, and unfortunately, they cannot e- mail them, but they can download them and put them in an e-mail as an attachment and send them to the agency. we think in three to five years, we will be able to digitize not only our existing forms coming in, but also the 70-some filing cabinets of paper work for some of these companies that we have been keeping for a long time. we have gone through the destruction policy and particular they tax records have to be kept indefinitely as long as they are in the program. staffing -- would not increase any increase in staffing here last year, we had a reduction of 1 from 37 to 36, and we have been working closely with the

budget analyst office and are in full agreement with the budget analyst recommendation on reductions in a surety bond fund, which translates into reduction of the general fund by approximately -- i not know the exact number -- 114,000, i believe, somewhere in the round numbers. i would be happy to answer any questions. supervisor chu: thank you very much. to be clear, the department is in agreement with the budget analyst recommendation? >> we are. yes, ma'am. >> madam chair, members of the committee, a lawyer recommended reduction is detailed on pages 97 to 98, totaling 140,574, which includes general fund reductions of $122,322. supervisor chu: thank you. we do not have any other questions or comments from the

committee, given that the department is in agreement with our budget analyst, i request that we did take the recommendations. can we do that without objection? thank you. >> and we will be coming back next week or not? supervisor chu: given that we have already come to agreement, we are not requesting that you come back next week, but you cannot follow up with us about the different components -- you can follow up with us about the different components. we have the department of public works.

>> good afternoon. director of public works. please to be here to present to you our fiscal 2011-2012 budget. i am joined by our deputy director and our budget team. i know you have quite a task

ahead of you in trying to put together the budget. i will try to be brief, but appreciate today and in advance the time you'll be spending in the next month to make this all happen. dpw, as you can see on the slide, which is made up of more than 1000 women and men who are very dedicated and committed, working seven days a week to making the city a better place, does a lot of things that we do and are responsible for. i will not go through these, but just to give kind of a capsule of the various things with you from picking up garbage from the streets to managing the rebuild of san francisco general hospital, it is a lot that we are responsible and a lot that we do each year for the people of san francisco. a brief chart on how we are organized. there is more detail in this presentation that i will go through today. it is mostly for background, and we will have this up on the website for the interest of the general public, but we are

basically split into operations. engineering side that delivers our capital project and our financing. the context that we are operating under, which may be similar for some of our sister agencies, is that our -- basically, our demand for services is increasing, and our resources to meet that demand is degreasing, so what we have been doing over the past few years and included again over this year is focused on ways that we can preserve core services, cutting and a warehouse in the budget that we can or looking for other ways to meet our target so we can preserve the core services to the extent we can. this rather busy chart tries to show in a nutshell the whole budget. the pie chart on the bottom left shows where the budget dollars go. on the bottom right shows the sources of our funds, which you

can see from the largest slice of the pie is work orders from other departments. we are largely dependent on other city departments to fund our work. that is mostly on the capital side, but this is where the delivery of our capital projects for clients such as the health department and the puc are shown. but it also shows where our general fund offering budget, including our gas tax dollars -- state gas tax dollars, which are essentially general fund equivalent dollars -- come from. what you can see on the table above is that our general fund subsidy has gone from $28 million four years ago to $17 million now. so our reliance on the general fund has been significantly reduced over time. so it represents a now about 1/10 of our budget, the subsidy from the general fund. this next slide shows a little bit more detail of what is the

equivalent of our field operating budget, which again shows a pretty significant decline of general fund operating dollars, and we are down from, i guess, $60 million to just over $50 million. these are the dollars we have to do much of the visible work you see out of the public rights of way. that is further broken down on this slide. we have broken down some of the street cleaning and graffiti. the main picture of what this shows is that despite our efforts to cut everywhere except front line services, we have had to cut fraud line services pretty much across the board in terms of the work we do out in the public rights of way. you can see well over 100 full- time equivalent employees we have lost in the last four

years. since we do some part-time staffing to manage our operations, the number of people that that represents is significantly more than 137 fte 's. so it is a lot fewer people that we have to do the same or an increasing amount of work that we get for the 100,000-plus service requests we get every year in addition to the routine and preventative work we need to do to keep the city clean. here is just a little bit of background on seven things. while we have made a number for online service cuts, we have also cut quite a number of management, supervisory, and administrative positions. we have been reducing -- over time, we have been reducing the size of our fleet through very active management of our health and safety program for seeing absolute reductions in workers'

compensation costs, and we are also looking everywhere else in terms of training materials and supplies, all kinds of non- personnel costs that have made significant reductions across the department in all those areas to try to minimize the impact on service reductions. this is just another view by how much our staffing has gone down in just the past few years, so we have contributed towards closing general fund shortfall. here are the -- kind of the meat of the presentation, which are the main changes in our budget for this and the proposed budget for the upcoming fiscal year. we have additional slides on the first two, so i will just touch on them briefly year. the first is to reduce the number of our wrists we have available to the street tree maintenance. we currently have 11 arborists city-wide to maintain the 35,000 or so trees that we have, the

street trees that we are responsible for. the next item is something that the mayor referred to during question time that the board last tuesday, and this is a partial restoration of our community corridor's apprenticeship program. the third item is a number of different revenues, one of which relates to an item that is on your agenda today, item eight, which is an increase in the temporary street occupancy fee. this is the fee that we charge for construction or other use of the public right of way. there is an administrative fee, and then there is an assessment, and we are proposing to increase that from about $80 to $100 for 20 linear feet. still a pretty modest fee, but

it will bring our revenues up slightly. and when you are ready to discuss that item, there is one small technical change that i would like to make in that item. the rest of the changes on here are examples of where we have looked to other places to non- personnel or non-bought one services to make cuts to meet our target, so i will not going to them in any detail, but i am have to answer any questions on them. the community corridor program, which is the one enhancement in our budget -- really, the first enhancement in our budget in quite a few years -- this is what the mayor spoke of last tuesday. i will not add a lot to it, but it will partially restore the program that we have put in place where we have somebody a sign. this would generally be 32 hours a week. they are assigned to the busiest

and most needy commercial corridors throughout the city, generally in about a five-block area. they work generally thursday through monday, and they are actively -- rather than waiting for service requests, they are actively addressing any deficiencies they see -- garbage, graffiti, or the like, anything they can take care of themselves, they do. otherwise, they notified the important agencies. they work as ambassadors to the property owners and residents and merchants. as this is a partnership with the department of environment, we will have a significant focus on insuring adherence with our mandatory refuse ordinances, which require composting and recycling as well as adequate garbage service. lots of different benefits from this. we are doing this as a pre- apprenticeship -- or an apprenticeship training program. state-certified labor training

program. what is different than what we're proposing for this coming year and how we have done it in the past is that we will do this through a contract with a non- profit that we are currently in the process of procuring, contingent on your approval of this budget. rather than doing it by hiring city employees ourselves, so that will reduce the cost somewhat, but we will still provide all the benefits to the corridor and to the individuals who are trained in this program, so it is something we are excited about. the mere mention in his introduction speech in this room a few minutes ago. the only other thing i will note about this is that you will see in the budget analyst report a recommendation to reduce general fund support for this item by $200,000. we believe that is with the understanding that $200,000

worth of cuts that the board approved at the budget analyst recommendation from the department of environment's budget last month that is funded by the account would be used to offset the proposed $200,000 fine. the total amount would stay at $950,000, but the budget analyst has, i believe, found a way to basically supplant $200,000 of general fund contribution towards that. supervisor chu: for the community corridor happen to ship program, are these the same as we have seen in the past with the ambassador program? >> yes, it would be more or less the same. we had quite a bit larger contingent of employees at the peak of the program. we anticipate being able to hire about 30 people, so we have preliminarily identified the 30

corridors where we would deploy these folks, and that is based on service requests, volume, based on our spruce up by some of assessments we did over the past year where we went out early in the morning to identify deficiencies in areas. it is based on a kind of our understanding of community need feedback from our field staff, so it is a subset of the entire corridor program that we previously had where we would be sending these folks back out. supervisor chu: one of the things i noticed was when we did see the change from the weekly street cleaning to the every other week mechanical street cleaning, one of the things that we had recognized was that in some of the areas in the commercial corridors, there was the need to do extra work because the trash was gathering on the side streets on some of those commercial areas and with reduced street cleaning, they were not being watched out for.