total of $827 million. 32 professional service contract for $94 million and we are rolling out our online invoicing system to about 620 users. the other thing we are working on is the middle of your proposals and what you can do a mind to produce the paper and make it more efficient and make a level playing field. the other major accomplishment this we have been working with juliet to focus on the minor tender preparedness program. apprentice training and other programs. we have been looking for ways

to promote community benefits and the way we conduct business in infrastructure. that was a quick overview. any questions? >> in this staffing plan, we see this increase in other programs. at bull capacity -- maybe this does not project fully adult -- at full capacity, are -- maybe this does not play fully adult. -- fully adult i would imagine this going to go up again if we go further out. >> if we have a better idea of

what the commission decides for the project and the digesters is a big driving force and it is a whole conversation about when do we want to do it and do we want to work on it and that drives the staffing plan. if you put a project on hold, i would rather know that before so i can move projects to fill in. >> i agree completely. this will have your projects at larger dollar amounts than recent, so that will change some of the staffing pattern. a big chunk of that will go into the southeast facility. >> the other thing i would point out is there was a lot of work we were not experts in performing. we have very good knowledge and

some of the older people were involved. we plan to do a higher percentage of work on that. >> we are looking at 10 years. would you say the $200 projecting staff will will stay at 200 for the next 10 years? >> 200 positions? i would have to look at the curve. really assess the workload. what i'm trying to do is have a balance. local 21 would like to mediate -- would like for me to hire as many people as possible and the consultants would like to invest in small liquid businesses.

the other big thing is space. we're squeezing in the 525 and other factors are involved. >> you have been trading out old positions that are probably not used anymore. as i look at that, the one exception is there is about six positions that appear to be genuine new positions. they don't show up because you are transferring some folks out. it does appear to be new positions. my question is, given the low workload is decreasing and there are people we value and want to continue as it transitions, are

there not opportunities or why are there not opportunities to do that kind of substitution and transfer instead of hiring new positions? >> good question. if we did not transfer 13 positions to another part of the organization, i would do that. i would substitute these positions, but it made sense that those people who have worked on it and have the knowledge and classifications already have, it paid better sense to move those over and the type of positions i'm asking for when you look at it is more administrative. we are requiring everyone to put information and construction management information system. we're having engineers spend a

lot of time putting information into systems and so we want to supply them with adequate resources so that they can be more efficient and effective performing their core duties. >> that makes absolute sense. when i saw those transfer positions coming in, i discounted them. my own arithmetic -- i did not count those because they are not really new hires. the other side of the coin is as they disappear, they shouldn't be coming to me. if there is the opportunity to recognize there is a shift in the workload and a decrease in one and increase in the other, if we could do that through substitution, it seems like it would be more appropriate. >> it's a challenge because on one hand, engineers, you can

move into construction management and they have -- part of their scope is to do construction management. if you have a civil engineer and the mechanical engineer, you cannot shift them. if you need an environmental manager, you cannot detect construct an inspector. -- you cannot get a construction inspector. we don't look at doing staffing plan by organization. we do by functional groups. >> you maka good point on that. what i would ask you to do is before you come back on the 14th, take a look at what would take to do that through substitution where you get rid of some vacant positions and use those to fund those. >> by be transferring the number of vacancies to reduce --

>> you would look really good. >> not a problem. >> any questions from commissioners? >> i have one on the budget as a whole. we had a couple of resolutions from the citizens' advisory. one was supporting the action we took on power rates and that was appreciated. they also raised a question about the money we provide to city apartments for their services for work orders and it suggests a couple of things. one is we try not to let those increase in to the next budget and we establish a nexus between what we pay and what we get. one thing that would help in

approaching that -- i'm not sure what the appropriate budget resolution would be but if we could have a listing of what those work orders are and what they are projected to be in the next few years and a sentence that talks about what is at work, that would be very helpful. >> any other comments? >> yes. are we provided a one pager as to how much this budget is proposed to be cut? how many positions are not going to be hired so we have a macro view of the budget as opposed to individual departments? >> you have not been provided with that.

at the next meeting, we can do that. you will find some much there are that many cuts. >> i think that is important, but it is also important, the various bureaus and departments, what does it look like at the macro view so someone can say this is what is occurring and this is where the burden has increased on current employees. thank you. >> i was going to mention the work order summary. we will now see it again in two weeks. some minor points on infrastructure. i did not know we named it the hetch hetchy program said that it is more consistent and because the department of the environment has a home

improvement program -- [inaudible] on the staffing plan, i appreciate the updated slide and to it gets closer. i still have not fully reconciled the projected staffing level with the overall budget at the chart on page 3 which suggests 382 positions.

if there is a way to throw up to all positions, whether they are direct or support so it all adds up. i would note in the last several years we consolidated and they used to be separate and all got merged. all kinds of new things -- i do think they should have some flexibility to move things around.

if there are positions that are not going to be filled and just sitting there as budget numbers, those positions ought to be axed. there is a tension there but staff can work through that. finally on local 21 and contracting out as opposed to in house, where there is specialized peak workload, i support using other resources to make that happened to the extent there is an ongoing need -- to make that happen to the extent is an ongoing need and can be done in house. that's better to do for management and cost perspective. at a minimum, it doesn't matter with the contractor is, they are going to charge a much higher hourly rate plus their overhead.

those are all management and tension issues that can be resolved. >> thank you very much. >> good afternoon, commissioners. i have a question about 525 golden gate. in addition to the annual lease payment, there -- i did not see any positions associated with that. are there any positions associated with the clause and who is overseeing the function? >> it might be better to come back with a written report. there's a mix we're planning on using an outside contractor for cents is the first smart building we have and use it as a trading opportunity for our stationary engineers to use. we plan on using the sure if

forced security for the work order and there are different ways we're doing at where we are not necessarily adding a lot of staff by taking carry of it and we can give you the details of that. -- taking care of it. >> any other comments? mr. president, i turn the meeting over to you. >> the next item is to have a motion to continue the budget consideration until our next regularly scheduled meeting. >> >> the motion passes. item 23 is other new business. do we have any other new business? thank you very much. this meeting stands adjourned.

the city struggled, but the growth came along, -- the grove came along, and it helped many of us in this room heal. i am proud to be a part of this organization and happy to see so many of your faces today. we welcome the reverend glenda hope. [applause] >> i invite you now to close your eyes and if you pray, call upon the holy by whatever one you call. hold these thoughts in your

heart. eternal god we gather in your presence in grief and in mourning. so many we love have died of this dreadful disease, and we pray for your comfort and for your healing. we gather in your presence knowing that so many more even now suffer from this, and many more will in days to come. we pray for their strength and their healing, and we pray for your love as we stand with them. we gather in your presence in honest rage. too many people with power and influence turn our riches to greed and destruction rather than to life and to healing. forgive our silence, our discouragement, our divisions,

our inaction in the face of injustice. renew our vision. renew our wills. we new our strength, to do the work of justice in healing and compassion in san francisco, in our nation and throughout the world. to that day, we believe will come an end to such untimely deaths. we new our commitment in your many names we pray, and we all say amen. i am an old baptist. i am a presbyterian now. in your many names we pray. amen. thank you. [applause]

>> welcome. this morning has been a very moving morning for me. after a gathering last night and coming this morning, last night i made it through without any tears, and this morning has been filled with pretty much all tears. it is amazing to think that 30 years ago many of us in this room, in this community, across the country and around the world had no idea what was coming our way, that the tsunami that was about to hit would not only take lives, but would change lives. as i have come to learn, it is the perseverance that keeps individuals going and keeps communities going. action takes many different forms. some individuals take individual action by themselves. others form groups and take group action. but the common thread among all

the action is to better the community, to right a wrong, to stop an injustice. and unfortunately, h.i.v. and aids needed action on all those fronts. we are joined here today by members of san francisco general hospital, 5-a, 5-b and 8 of. i was moved to see all of them in the circle. 20 years ago, 10 years into it, and over 10,000 lost in this community, some individuals decided to take action. they decided to not stay in the dark, but instead to forge a path toward the light. and they gathered in solidarity to merely plant the seeds of life in honor of those lives that were not with us any longer. and just like 30 years ago, we had no idea what was coming,

so, too, the individuals that came into this space 20 years ago had no idea what they were going to create. because what has been created here is sustaining for all-time. a memorial is a marker in history to tell future generations about what occurred . the interesting thing about this marker and this memorial, unlike others, is that we are still losing far too many from h.i.v. and aids. most all memorials are created avalos is done, after concluded, perhaps years. the other interesting about this memorial is that we have created a space for people to come and heal that was created by individuals out of action. and it was a relationship that was formed between individuals and the city of san francisco. because again, this space was

given to the community. it was given to a group that had not even formally forged itself. that shows that 20 years ago, there was commitment at all levels, and there continues to be. so where are we today. we are here today to recommit ourselves. we must realize that the fight is not over. every hour on the hour, the equivalent of a jumbo jet crashes, losing all of the passengers to aids. the fight is not over. we must continue to console, to support and to nurture each other. today we will be honored to hear from and to pay tribute to those that were in the fight 20, 25 and 30 years ago that so selflessly took a step forward.

we will also hear from the next generation. because again, many of us have been in the trenches for 25 or 30 years. the fight is not over. and it is the next generation that has got to continue to take action, to get involved, to improve and to better not only the community, but the lives of the individuals that make it up. we will also today continue in the restorative effort in this space, not only restoring the life, hope and passion of those that come here, that work here and that are remembered here, but also of the physical space. because today we will complete a project that has been in the works for the better part of the last 12 months, and we will again turn the healing properties of water to the grove. the falls that will be restored today were built over 110

years. we are honored to have with us, connie, one of the family members, who also so furiously advocated for the city to give us this space. so i hope all of you today will remember back who we have lost, but also remember where we have come to. because that is what it is about. we need to continue to move forward. >> i would like to introduce the senior haven't of wells fargo bank. the relationship this memorial has with wells fargo bank goes back many years. this event today would not have been possible without the support of wells fargo bank. wells fargo has shown a commitment not only to the national aids memorial grove and many other h.i.v. and

non-profits, but also to the community as a whole. wells fargo bank, year in and year out, is a leader in philanthropic agencies and individuals in need. help me in welcoming to the stage, martin. [applause] >> thank you, john. good morning. i am with wells fargo community bank, and i am very pleased to be with you here today. on behalf of our team members in the san francisco bay area, wells fargo is proud for the eighth consecutive year to be the lead sponsor for this world aids day effort. our lives are not measured by the number of years or days we exist, but by what we accomplish while we live. and the good we make render.

these words, spoken in 1875 by one of our company founders, -- co-founders, henry wells, are as pertinent today as they were there. as wells fargo we believe it is our responsibility to promote the long-term economic viability of our communities and enhance the quality of life of our community members. if our communities prosper, so do we as a company. we have forged a long history of supporting aids awareness, research and care. it was a little more than 100 years after henry wells' comments that wells fargo made its first grant to support aids-related causes in the late 1980's. in the past decade, we have donated $18 million to aids-related causes. [applause]

>> it is our track record of giving and community support which we are most proud of at wells fargo. and it gives me a great deal of personal satisfaction to know that i work for a company that is an integral part of the bay area's past, its present, and its future. those of us here today, those of us here in spirit, and people throughout the world who have been affected by h.i.v. and aids, take a moment and pause today. virtually everyone has lost someone, knows a colleague or has a friend who has lost someone. today i remember my first friend, steven landman. i lost him to aids more than 20 years ago. steven i met when i moved to

new york. i had just come out, and he was the first gay friend i made. he was beautiful, so beautiful. he had the face of a runway model and the body of adonis to match. we joked and said he had the smile of pearl drop teeth as bright as farrah fawcett's. he introduced me to yoga. he introduced me to medication, and he introduced me to some very, very late nights in the east village, it you know way mean. a couple of years later, things changed. steven was ill, hospitalized at st. vincent's, and a number of times there and back again. finally his body succumbed to