side they do not. there is speculation about why that is. perhaps it is because they are doing so-called charity work and their work is not valued in the same way. i do not know if that is true, but i think we need to standardize the way we view nonprofits and recognize they have health care costs and recognize the 52 corporations are getting off scot-free, and we have 52 pyres people could been eating from. it is time to hold these institutions accountable. one more year is not acceptably accurate and -- is not acceptable. >> my name is connie ford, and i am done treasurer of the other union. we are also here to support this

historic event of you calling us together to talk about who we are and our needs. i do not have to talk about it, because people have done it eloquently. i want to zero in my attention to the workers are the work in these nonprofits. these are the working class of san francisco. we often talk about her parent'' leaving, african-american migration out of the city. these are the workers we need to keep in san francisco, who provide internet personal services that make san francisco who it is today. it is these workers we have to support, and we are asking you to support the values of our city. these are the people who do the work every day to take care of

our homeless, are aids patients, are mentally ill folks, are drug-addicted people. these are the people who make san francisco what it is today, and these are the people who deserve respect from each and every one of you. we want a little fairness. we want to be a line on your budget. did you know there is not a line on your budget that talks about this? we have to go to all the departments to have it calculated. we want a line that says these are nonprofit workers, and we need a cost of doing business so not only workers can get a raise, and we want you to consider that. we want to work together and make a difference this year. good >> thank you.

>> good afternoon, supervisors. i am here working, and i want to thank you for a listening to what we have to say. our workers are going to talk about the work they do in the outreach program. i know you get calls from your neighbors. they are concerned about the elderly in their streets. the homeless outreach seaman and now is local, the people who staff the drop-in centers can

find some support, move on with their lives, get a job, and re- enter the work world, and they are the working poor. some of our folks in the nonprofits are literally one paycheck from being homeless themselves. we have employees paid what our employers are able to pay them. the respect and value their work, but they are paying what they can afford to, given the stresses they are under, so we are asking for an additional support. i know there is a line item in there. please support us. let's give folks a living wage

and dakota to support these valuable services, and i want to thank you for your time. >> thank you. next speaker. good >> good afternoon, supervisors. we have been providing mental health services to this community for 52 years with agencies serving about 1600 people a year, so i know people are very frustrated, and you have heard that. we know you are stretch. so are we, but we are not helpless. there are couple of practical suggestions i just ask you to consider. one is it would be great for the city to adopt a cost of doing

this as a policy -- doing business policy. did it starts with your rfps. you issue a request for proposals, and you asked for an annual budget, and i would ask the author -- i would suggest asking for a five-year budget or a three-year budget would do two things. it would let you know what our costs are going to be. and we happen to know a lot about this. we spend a lot of time trying to figure out how we are going to cover these costs, some merely asking us would go a long way. it then becomes a structural adjustment. if we ask the question and give

the answer, we can actually have a real two-year budget in the financial plan, and i would love to see you to the 3% increases but match it with another 3% and have a 6% budget for fiscal year to 13 -- fiscal year 2013. a two-year budget divided in half as a 4.5 increase in two years. >> thank you. [list of names] if you have heard your name, please line up in the center aisle. if you love not commoplease wair turn a. >> probably a lot of you know about what we do. we are not only a shelter, but

we offer a crisis hot line, his family and individual therapy, and many other nonprofits as west us government programs are really depended on our services, so the police department, a juvenile probation, schools, other not for profits, parents, as well as community organizations common they rely on our services, so the biggest point now i need to make is that if we are not here, chrisises are still going to happen, so it is either that you give us the money we need or you are going to have more kids in the foster system that is going to cost

more money in the long run. you are going to have more kids in abusive homes. you are going to have more kids in the hospital. good we are a bargain. your costs are going to increase more in the long run >> i am active in my union. good i am also graduate student. i would love to tell you about the service me and my co-workers provide and how much of the

impact of diminish of their quality hasn'. i would also like to talk about the creative sources of funding and may or may not be able to get what we need. i am going to make an appeal to the legacy of my active as parents who moved to san francisco from the midwest because san francisco was known as the city of the revolutionary ideas, compassion and known in disk -- unknown in this country. let me ask you a question. what is value? since the city has made the decision these services are of value every year with a budget restorations and budget cuts,

but we are continuously funded. many services are no longer with us including a community nearest my heart. what i would like to say is there are still enough services around that they make a difference and will hopefully be funded into the future. i would like to have the board, and i thank you for your time, to look at us and other members. good >> thank you. >> good afternoon, board of supervisors. i am the executive director of catholic charities, and i am very appreciative of your taking the time to have this hearing today. we are your partners in service of the poor and the vulnerable and marginalized, and i am here

to really just personally it when my voice as an advocate on behalf of the people we serve, and we are seeing a compassionate response to our request for what i would describe as a true partnership, and i will give you an example. we partner with the city and county in a variety of ways. one way is we provide incredible services to those suffering from disabling hiv and aids. we run about six different programs that serve the community. a decade or so ago the funding we received was close to the cost of providing those services. this year and next year the gap is going to be approximately $1 million.

each year that gap is increasing and our ability to resolve is being decrease. we are only going to solve this agency by agency, and only solution we will have is to begin closing programs, and unfortunately, the resources we received are not totally fungible, so if i have six programs, i cannot close one and take the money from it to fund the other five. i have to close six to be able to balance the budget, and that does not make sense or serve our community. i jotted down some of the things we have been doing over the last several years to try and keep top. every year we are trying to raise more private donations.

we know how difficult that can be. we have increased copays in health insurance. we have cut our pay times. we have moved our programs to lower our rent costs, etcetera, etcetera, etcetera, and these are the kinds of things we are continuously during. we want to be your partners with a respectful dialogue about how we solve this problem. good thank you very much. by jim paulsen. i am the executive director of the san francisco labor council, and we have over 100 different unions in the public and private sector, and we represent workers wastith sciu, and i did not realize the hearing was today until i was reading some of my e-mails and

talking to a couple of representatives, but i want to thank you for having this hearing. one thing i did find out is it has been five years since there has been increases in nonprofits. i understand budgetary increases, but it is these nonprofits that are being strained at the seams, so i am asking that there are line items of are going to be putin to rectify what sounds like a breaking point on a lot of nonprofits. goowe have got to take care of e community. good >> i am a clinical case manager. >> i am the director of juvenile justice services at the center for criminal justice, a

nonprofit organization based in san francisco wo. we have provided services since 1985, some of which have become models for the nation. this city has a proud history of community services provision through non-profit providers. nonprofit has taken on responsibility for more city services and now is an effective a lot of them rely on. san francisco have a lowest incarceration rate and has been recognized as a national model. we believe they should eliminate the process. foundations do not provide ongoing support for provision of

services. nonprofit in the city operates without adequate salaries or benefits for staff and without a pension options, yet we provide so many services the city is responsible for providing, and we carry on ever increasing demand for accountability. all contracts for cities service cover delivery. they should also include 15% overhead cost so that a nonprofit service provider can provide adequate support to its service delivery staff. mandate for the 3% increase. thank you for your time. >> the next speaker. goo>> i am the founder and director of the safe house.

we are one of only five such programs in the entire country. the women who come to us are severely traumatized. most of them have suffered long term incest and drug abuse. many of them have severe mental health diagnoses, and some of them are developmentally disabled. we accepted a woman who had been taken from her home at age 02 because she was being sexually molested. when she age out of the foster system, she came to the safe house. when she got in an argument with another resident, she drew a kitchen knife. our one staff member on duty had to intervene.

she is a survivor. she deserves a raise. we should all remember our federal government spends $2,200,000 every minute, 24 hours a day, seven days a week on the military. we need to remember that all of us, including the city itself, needs to turn up the heat on federal officials to cut the military budget and stops this outrage. we do not want our taxes going to death and destruction and. i want to emphasize the federal military budget is a local issue.

>> thank you. five good afternoon, supervisors, and thank you for having me. i am just an ordinary citizens, but i want to emphasize that the rays would help all of the nonprofits hear their employees more, and they would do the same thing they are doing with more money. good how do they come to work every day? they come to work vico's -- because they love what they are doing. how are you going to raise the money? you or maybe instead of having a fancy chair, you might not spend

the money. the employees in the nonprofits need to get a raise. that makes it easier for them to work with us. thank you for having me here today. supervisor kim: next speaker. >> good afternoon, supervisors. we have been working in the nonprofit sector for most of our careers. i work for meals on wheels. we have experienced a 37% growth in demand for our services. we have that about a 5% increase in funding. this year, we are 43% funded by the city. 67% funded by individuals and private corporations. i want to thank the department for the public-private partnership that we currently

have. it is the only way we will be able to continue to provide services. that is why we are here today. we have to sustain this model and we are here because we are at risk for losing the model we have today. better services, better outcomes, it saves the city so much money. if we do not change the process, we will see an increased use of services. if we see this, we will continue to have less service in the community. we will put together a multi- year contract to show a decrease in service. the other risks we see is if we end up with unions, that will be the ultimate demise. i do think there is a model for

doing this. we need to be able to put in that increase. i do not think there is anything to reinvent. the model is already there, but nonprofits need access to it. >> i am diagnosed with skin so effective -- schizoaffective disorder. i am a single parent of an 11- year-old son. my son is the most important part of my life. as a consumer in the mental health system. without an increase in the budget, there will have to be lay offs in order to give cost- of-living raises. with layoffs, that means less

quality of service for all consumers and more stress for employees and consumers. people not be able to afford to stay in these jobs. i can only speak for myself, but i am thankful for the services that are provided to me. without them, i would not be able -- i would not be stable enough to take care of myself and my son. who knows? i may have ended up in a hospital, in jail, or even dead by now. we need these services, we need our jobs, we need our cost of living increases. we probably all know someone with some sort of mental illness. if not, you do now. thank you for your time and patience. [applause] supervisor kim: thank you.

>> good afternoon. i am the director of human resources at huckleberries youth programs. i have been there for two years. i am here to talk about rising health care costs. 10 years ago, the average health care costs per employee was $1,360. 11 years later, at this fiscal year, it is now $3,950. that is a 58% increase. when i talked to a broker about what to expect for the next year, he said, roughly 15 to 20%. over these years, cost increases in everything from health insurance to gas, food, utilities, we had to explore many options in an attempt to balance the budget. most of these cuts were absorbed -- most were absorbed

on the backs of our staff. when staff leaves, positions have been left unfilled. many staff had to forgo salary increases. in addition to that, staff have had to take unpaid furloughs. in addition to that, several staff work reduced work schedules, myself included. at a time when demand for services has increased, costs have continued to climb. the mandate that was put forward about 10 years ago for the hcao. there was an attempt to have it filled by the city. that never happened. i am asking the city to take a look at that. it is costing quite a bit of money. two other points -- we are not

asking for a raise. thank you. supervisor kim: next speaker. >> good afternoon. for the first time, i am standing here and not representing anyone. i am just a citizen. by 36 years of experience in the non-profit field. 10 years as an executive director. eight years as a health commissioner. i've heard the word partnered used a lot today. there are some partners to get special deals and some partners to do not. you heard about -- when we did, we were told to put in a four- year contract with escalators. those escalators never get funded. that line in every contract with

a nonprofit that such contingent on the city having finding. somehow, at the end of the budget year, the nonprofit contract cost of doing business gets cut out. where are we going to find the money? that is the question you have to face for the entire budget deficit. controller confirmed that there is a 3% increase in non personnel costs. it is already there. every year, each of the mayor or the board takes it out to fund other priorities. this is a priority. these partners are necessary for health care reform. sitting on the health commission, i am aware of what the health care reform requires. that requires pre-and post- hospital services. it is not about the hospitals anymore. it is about keeping people out of hospitals.

if you continue the hollowing out of this sector, you will not have the capacity to keep people out of san francisco general. that this house important this is. please make this your priority. -- that is how important this is. please make this your party. >> good afternoon. i am employed with hospitality house. i am here to address the cost of doing business as a service agency in san francisco that serves the poorest of the poor. poverty is not something that people seek. poverty has always been with us. how we deal with poverty is what matters. we request that the city work with its contractors, of which hospitality house is one, in an equitable way throu p