because once certified, they are required to spend a certain hours per week to provide those services. now, we do not necessarily feel like we have to set aside those hours. we really want them to be available if customers come on board, especially for the appraisers who this is their job to be working the front counter. it would be great for us to be a work more closely with dhr's on a more streamlined, a bilingual, language certification process, so that anybody who speaks the language could be certified in could get some compensation, because a lot of it is spur of the moment. we know we have a russian speaker in the office. is always very helpful, but some staff may not always have that same attitude. supervisor kim: thank you. supervisor chu: thank you. why don't we move forward to the budget analyst report. >> madam chair, members, our

recommended reductions total $783,340 in 2012-2013. $576,603 are one-time savings. this would be an increase of 1.9%. the 2012-2013 budget. regarding 2013-2014, our recommended reductions total $2,011,713, and they're all ongoing savings. and we're still working with the department, and we will report back to you next week. supervisor chu: thank you. colleagues, if there are no questions, what to think the successor -- assessor for the presentation. supervisor kim: i am sorry. i noticed you had a drop in the second year, fy 2013-2014, down

to $1.3 million. do you have a one-time project that is accounted for this drop by a professional services? i was just curious. >> is that in the general fund? or is that in the restricted funds? supervisor kim: we can talk about this offline. it is what i have under your line-item of professional services, which a allocated for fiscal year 2012-2013 and 2013- 2014. i think it is a mixture of funds. 2012-2013, you have allocated $2.7 million, and it declines the next year to $1.3 million. >> yes, that is the one-time investment from our restricted fund that we're finding ourselves. the e-recording and the upgrade

of the recorded division that was mentioned. supervisor kim: thank you. >> ok. supervisor chu: thank you. colleagues, we will go back to the general order of departments. the next department is the treasure island development authority. we have mary ann from treasure island. >> good afternoon. i am the director of island operations. before we reviewed the numbers, i would like to take a minute and highlight some of these from the past year. we were designated as a state redevelopment agency in february. we were not exercising redevelopment powers at the time of that de-designation. so we continue as a nonprofit reuse authority for the planning in the future treasure island. in operations, staff continues to provide property management

to our son 2,800 residents and commercial tenants. we continue to make good on our motto, recreation destination. this year we hosted the susan g. komen walk for the tour. the flea market is the monthly attraction, and we have five wineries. more importantly, our staff works tirelessly to improve the quality of life and the delivery of services for our residents. we installed chargers for electric jiggles this past year. we expanded our composting program. we granted a new lease for another food market to serve treasure island residents. in the area public safety, we have improved our street lighting. we rolled out the water for a safety program to reduce risks. we exercise our first tabletop exercise for emergency response plans. lastly, in furtherance of the

mayor's office initiatives, we housed homeless families by creating a temporary emergency housing plan to assist human services to meet their short- term housing needs for those displaced fire victims. this year's budget, the biggest step in the bombing for the coming years is the implementation of the early news associated with the transition plan, which will move ydi tenants to treasure island so the first phase can begin. we have budgeted accordingly for those moves. we predict annual revenues to be about $8.3 million, the majority of which is for housing revenue. another $2 million from commercial residents, and the balance from special events. on the expenditure side, our expenses are contractually and work-order driven. our contracts include a large standing agreements with

professional and specialized services. landscaping, a tool works, and tihdi, the treasure island housing development initiative which provides employment opportunities for those disadvantaged residents of san francisco. other community-based contracts include funding for the ymca, the boys and girls club, and catholic charities which keeps our child care services open. the remaining expenses are work order-driven with work orders with gs, dpw, pc, and the city attorney's office. next year, we will focus on quality of life issues. a number of enhancements are proposed, in addition to improving safety and risk. including residential street paving projects. funding for youth to attempt -- to attend camp mendicity no overnight. the key priorities for the staff

include the conveyance and transfer of the first phase, agreements for the expansion of the marina, and to begin their ramp improvement projects. again, we received no funds from the city to meet these obligations and capital needs. i request your approval of our bet -- of our budget. staff is available for any questions you may have. sueprvisor kim: thank you. sorry. i had a quick question. in terms of the relocation of the residents of treasure island, which i know we have been planning for for a long time, i was curious, with financing for the development as a whole, as the developers seek financing, has there been any conversation in delaying the process until there is more certainty?

or will we have it regardless of the fact that we do not know when the construction might begin? >> we are all confident at this point that next year we will be relocating residents. residents will be leaving no sooner than january, receiving a 90 day notice to move. we are confident that we're going to get started on the project in earnest beginning in july of next year. we do not want to delay the phasing of the project. >> we have some general commitments from the developer that we will be able to begin that work in july of 2013? >> right. there is plenty of infrastructure work to get it started. sueprvisor kim: >> i just want to make sure that we are doing it when we need to, instead of when we planned to, regardless of when the work happened. >> that was understood with the

residents in the meetings over the past month. sueprvisor kim: i knew that there was resolution around prevailing wage. i was hoping you could speak to that. >> we had an issue with our service contracts. on the tool works issue, we have resolved the treasure island contract for another year, with that training program. as you know, it is a 10-week program offered to individuals to gain experience and move on to the work world. the second contract that we have, which we have delayed for three months, as we seek to understand the language in the agreement, which spoke to an area of standard wage, on the rubicon contract the staff was looking for three months to sort that out for your approval and

resolution of that contract. thank you. sueprvisor kim: looks like in your budget there is the addition of a senior analyst being requested. is that the 1 new position? >> correct. sueprvisor kim: can you explain the position in terms of the redevelopment implementation plan? speak to me about why you could not absorb this within the work of your existing staff. >> as you know, development projects, those needs ebb and flow. the transition plan has begun in earnest. we believed that we needed staff with experience in special projects relocation to meet those needs. sueprvisor kim: is this decision a time-limited position? how long would you expect that

you need to service it? >> for a couple of years through the transition process. sueprvisor kim: so, it is a permanent position? >> as permanent as it can be. sorry, i have been corrected. it is time-limited. >> in the administrative services budget, we have recommended this position to be unlimited, a 10-year position. supervisor chu: thank you. we are fine with that. >>ok, thank you. i know that there are no recommendations, perce, attached to this component. >> we would be glad to respond to any questions. supervisor chu: thank you.

given that there are no recommendations at this time and we will take a look at it as it comes along, i do not believe that we will require you to come back next week. thank you. the next department is the department of building inspection. >> good afternoon. we have a short presentation that we would like to make on the budget. before that, the president of our commission would like to say a few words.

>> thank you, supervisors. my name is angus mccarthy. i would like to thank the madam chair for giving me my opportunity to come and talk. i would like to be here to show our support for the staff, for the many years they have been keeping the department going. the budget before you today, i believe this task -- the staff asked for a 4% to 5% increase. i believe that the budget analysis is coming back with 1%. i am here to reinforce one very important factor. we have seen a lot of major changes in the city. the big department is an important part of that change. but the growth happening in the town, one of the things that we have right now, which worries me, going forward in the budget,

we have a lot of positions we are trying to fill. we are learning, very lately, how hard it is to fill these positions. lots of stones from the department need to be met to meet these positions. this year alone i believe we will have almost seven new staff that are badly needed. you will hear testimony from the different department heads on the kind of volume we are experiencing. it is not necessarily just small projects, but very large projects. we are very understaffed to deal with this and it will take as a few years to catch up. one of my concerns looking forward is that the supervisors recognize that we constantly have to fill these positions and it takes time. we have not had serious training in the department since 2006,

which we are trying to do now, because of code enforcement updated. i really would recommend that when it comes to the staffing level, that you give us all the support that you have from the last couple of years. i will not take any more of your time, but thank you for giving me the opportunity to say these few words. supervisor chu: thank you very much. >> good afternoon. pamela lebron. i have a short presentation to give you. to set the stage, when we were here in 2009, we had just cut 25% of our staff because of the sharp decline in construction activity. it is now 2012 and construction activity has rebounded in terms of the number and complexity of permits. as you can see from the graft,

our permits continued to grow. we also have been deputy director of permit services, who can answer specific questions. right now we have 5200 units being checked. we have huge, large projects that have had to go into hibernation during the problems with the economy that we have had. we have had a rebirth and are working on those. we do need additional staff to keep up with the increased volume in energy building conservation. the staff includes engineers, inspectors for plan shack, and care professional permit technicians. an increase in temporary help is requested to allow timely review

as new staff are hired and trained. once trained for that second year, we will reduce the amount of temporary. in terms of inspections, we have also seen an increase in the number of required inspections. this also increases as you have larger projects. obviously, there are multiple types of inspections not on the smaller projects. we are also increasing the number of emphasis on code enforcement. additional staff is required to keep up with the volume on the new regulation and high-rise building. as i mentioned, code enforcement throughout the department. this includes building inspectors, electrical inspectors, and plumbing inspectors.

we are also requesting an increase in temporary housing over time to allow for the completion of all our inspections in predominantly high-rise buildings until the staff are hired and trained. the overtime will be covered in the fiscal year 2013-2014. the mayor's proposed budget includes additional resources for departmental support, including staff for mis, records management, and payment personnel. in terms of records management, there has been an increase in the buying and selling of buildings, and approximately 70% of the research required to produce requests is done manually on the nine databases. we are beginning a digitization

process, using the manual research. we are also trying a number of other ways, including the use of overtime, to reduce the time required to produce a report from an average of 14 days. 11 days for records. back to the historical level of five days. we are also dating the information technology equipment run, which includes the storage infrastructure, software, and network. we are adding staff with different skill levels to the new environment. we are also proposing to shift funding from the work order to staff personnel functions internally. this has been discussed in the dhr budget.

this shows the changes in revenue. when we prepared the budget, we projected an increase in revenue of 5%, with another 4% in 13-14. over the last six months, we have seen a significant increase in construction activity primarily due to large projects. be expected levelling off of large projects in 12, 13, and 14. we are confident, barring another deep recession, that we can achieve revenue projections. supervisor chu: guinea's quickly speak to those large projects in the pipeline? >> good morning, supervisors. in the deputy director of the department of building inspection.

ctmc a arrived at our department last friday. one hand is over the 10-year, with 50 to 60 projects. construction costs are about $3 billion. then there is the number of units over 5000. any specific project you want to ask about? supervisor chu: generally, what are the big projects in the pipeline. are there any recent ones that we have passed? you said you had 60 cases, ones that are over $10 million. >> right now, we are doing the

real on that, with the market in construction. still, they have an architectural addendum that needs to be approved. and then lots of it in the mid- market. 99 street. i have all of those. i can give you a copy. supervisor chu: that would be good. thank you. >> when you look at expenditures, they have grown from 2009-2010, to 2012-2014. in the 13-14 budget, there will still be 3.5 million less than

2006-2007. we are trying to do this in a controlled, logical way. supervisor chu: when you talk about that, i can even remember a situation where dbi had to lay off a ton of people because there were no projects, there was a recession. now we are seeing in uptick back to where the projects are coming through again. are you conscientious of hiring to a certain level to account for knowing that we may come back down at some point in time? >> yes. we are trying to use as much as possible to kind of equalize, so that we are not growing too fast, so that we can see how the future holds.

based on listening to the report from the comptroller's office, i think that our reasonable projection in revenue will keep us down. historically, we have received more revenue than we budgeted, but we are trying to keep in terms of a realistic type of fte talent. -- count. looking at the way we are organized to make sure we as -- we are as efficient as we can be. sueprvisor kim: on the conversation, i heard from president mccarthy kind of, but seeing the surplus, what were the challenges to that hiring?

>> there were two areas that were problematic. >> it takes a long time for a requisition to be approved through the hiring process. this was approval from the mayor's office and d.a.'s shark. even though we had a larger problem, where we had to wait for the tax to be complete for the clerical division, it was not complete until the end of this year. we had to wait until those were published and approved by the unions before we could hire those positions. then we had a significant number of positions that required city- wide testing methodologies run by the department of human

resources, or position-based testing, which will be -- the department of human resources. and without having any opinion available for them to use in not having the city go with provisional staff like in the past, we've put in a requisition for our clerks in november. we just made offers two weeks ago. that is what makes this substantial delay in salaries. we are working on a hiring plan to work with the budget analysts office, to take into account and

they are to complete their with people hired at that point in time. like 2006, to dozens 7, we were in a downturn. we could bring everyone back where there are inspectors and engineers that require a test. we just hired six engineers they

will be used in billing inspection. that is the challenge -- challenge. we have been concerned about -- supervisor chu: we have been concerned about the backlog. it is incredibly important as a rule and duty that our city to protect our constituents. specifically around hiring in that area, what can we do with housing inspectors? >> we have at three or four requisitions already approved

but the requisition process and we can be in september i scratched my head, because we do have regular meetings will of it -- with what has become the litigation committee and what we have on our list, to make sure that it is similar. because, i do not know that we have it.