>> good afternoon, supervisors and thank you for having us here for the budget presentation. over the past five years, our agency has helped in balancing the city by systematically reducing costs while preserving core services. as the city slowly recovers from the economic downturn, dpw is presenting it to your budget that emphasizes for on-line services to the city's residents and visitors. our budget proposals centralizes and minister functions like intermission technology and construction management and insure sufficient delivery of a major infrastructure in building capital projects.

significant cuts have reduced the level of service since the fiscal year of 2008-2009. dpw is back filling thises -- these losses through the use of strategic partnerships with the human services jobs now program. with community-based organizations and increasingly, efforts to recruit volunteers. overall, our budget remains relatively flat with some increases to support delivery of capital projects. in reference as compared to 2008 and 2012, street cleaning services have been reduced by 40% which covers mostly our response to our services, our ability to provide labor.

also for landscaping, over that time, we have been reduced by 13%. our street use and mapping programs by 8%. our street repair, we lost 7%. in general over these years, we have been reducing our managers and staff as well as our cost of supplies and we were keeping our workmen's comp reduced. the department queens and resurfaces streets, maintains trees and designs and maintains city-owned facilities.

remove graffiti and provides cleaning services to 24 hours a day, seven days a week. the organizational truck has over -- who are responsible for providing these functions and discipline. both are all work together to fulfill the mission of public works in delivering world-class service. we began the process of updating our 2012 strategic plan. which has allowed us to integrate a lot of the mariposa jobs initiative. as well as allow us to prepare work plans and performance plans for our employees. as you know, we do have a number

of [unintelligible] and we are responsible for implementing and managing many of the city's capital projects. illegal dumping continues to be a huge problem in many of our neighborhoods. leaving it on a sidewalk which is an extensive campaign in ecology. we're forming a new partnership with retired police officers and sheriff's as well as the san francisco [unintelligible] a lot of illegal dumping does happen around the sides and hopefully that partnership will increase the awareness of illegal dumping and hopefully result in some accountability. our community corridors

partnership, we have gone out and conducted exclusive [inaudible] through that process, we are able to enhance the clinginess of the city by enforcing ordinances -- by enforcing city ordinances. the greening of the city continues. and right of way programs. we continue to be -- lead the implementation of st. parks, and great street programs. in the bureaus, we began a restructuring and consolidating of bureaus into two divisions. one infrastructure and the other building. this change will improve the

integration and delivery of projects for the city in a more efficient and timely manner. will begin the centralization of our i.t. department. we started integration with one unit that will provide centralized data and centralized supportwe will be replacing all software systems into a design applications. in permitting and consolidation as part of the reorganization and redid move our inspection functions to the bureau of streets matching your good --

streets matching villaraigosa -- streets matching. we did start the process of relinquishing. we hope to relinquish as many as 6000 trees. it will bring us to 16,000 trees. >> i know they will be taxed very much with implementing some of the bonds we have coming before us.

what are you doing to make sure dpw does not become a bottleneck? >> could you repeat the question? >> there are many capital projects that will come to us. i am wondering what dpw is doing to make sure it does not become a problematic area. >> part of our restructuring, for example the new bond now falls with the twdpw. with the public safety bond, we

are staffed up on those projects appear eager -- as projects. we hire the project manager and work with all the other agencies that are involved. good >> so you work with other agencies to do that? >> our budget can be flexible. good our budget presents all but we have been involved in. >> if i can size some of the key point here. >> i can do that in a timely manner. the next slide has to do this partnership. we have increased the number of

youth involved. also many of our thoroughfares. goowe also have an apprentice program, which is a partnership, and we have a partnership in the agency. we have 100 people involved, and they are being prepared to move into actual apprentice programs. we are in the process of getting it under way with your good -- and getting it under way. some of these are the benefits of the bonds were we are able to train people.

>> i know you will employ 90 people. is this a new program, or do you have individual programs? >> we have two and mss -- two message. the second one is one we have in house, which is in between the jobs now and the former program. we created a program, and that became the m. bass of your program -- became the ambassador or program. good evenin>> how many people a? >> 18 or so people. >> what percentage do you expect? you have a sense of the diversity or the individuals you plan on hiring?

>> we do work very hard to make sure the work force is diversified. of we have a large number of women and asian and latin speaking as part of the program. >> i really appreciate, having seen many individuals who have come through dpw, i appreciate the diversity in gender and race, and i did not realize the requirement was there. it is amazing, and it is a model for other programs. i appreciate your willingness. >> it gives us an opportunity to work with them for a long time.

it is something that happens in a couple years, so they are able to defend expectations, the way we transition and build them into our work force. good >practice seems like a pato continue -- >> it seems like a pathway to continue training. good. i appreciate that you have the power to move people on with their career. >> we do have a number of staff, over 100 plus staff who are bilingual seen beginning -- speaking. did we use the language line. when we have things we do not understand, we make an effort to translate into various

languages. we do our reach, and we have provided translation services that have been noticed witkin 72 hours. we are also in compliance with the program coordinator to make sure we track the federal projects, and we do our best to make sure we reach out to all your good slides 7 is a quick overview of the gross operating budget, including the department. the gross operating budget is 194.1 for this proposed deal, which is 13% higher comm, and ie following year it is 201.9.

this budget funds approximately 1213 full-time and part-time employees, of which to enter 13 our general fund supported. i think as you can see, -- 219 are general fund supported. i think you can see there is a very slight increase. we will move to the next slide. this is our two-year budget outlook, and 18.9 million increase from 11122 -- from 12 to 13 is for capital projects,

while work order and bonds and budgets have increased by 13%. you can see our general fund has increased slightly by nearly 4%. good >-looks like the growth inr budget is capital related. there is a $4 million increase in general administration. can you speak to what that is? >> that is generally to the shift in i.t., shifting from various bureaus to administration and now in addition to fringe benefits and work orders from the department's. >> the components were previously distributed to different bureaus, but you have them captured by the

administration? >> yes. we go to the next slide, which shows a gas tax changes. good pretty much it stays relatively flat over two years, but is down compared to 2008 numbers. while service levels have declined since that time, dpw has been able to maintain apprentice ships, and we are able to sustain that level, and the next slide, which is our capital budget, and the last slide in addition to vaunt- funded projects, dpw is proposing $35.2 million,

including $9 million for facility and renewals and enhancement and an additional $25.7 million that will fund resources and improving fire stations, and it is pretty similar for 13 and 14. $25.4 million, which includes various renewals, announcements, and maintenance and states and local sources. >> just to recap, in terms of the recommendations, is your department in any agreement? >> we are saying about the same, and i think we need to have that

discussion. at this time we are not. good >> mr. rose. good >> are recommended reductions totaled $1,189,000 in 13. $88,105 is one time savings. this would allow an increase of 12.7% in the department's budget. the recommendation would result in $77,000 savings in the general fund. for 1314, recommended reductions total $1 million. these are ongoing savings. they would still allow an increase of $6.6 million or 4.5% in the department's budget when

and $800,000 ended general fund, and we are still working with the apartment and will report by new next week. >> i appreciate you are presenting a budget that has a small increase from the general funds, and i think a lot of departments have taken advantage of that in the request today, and i appreciate the stable funding request you are making, but in light of our budget analyst report, i wonder if you could speak to some of the positions and brought up commo. one said that an accounting that had been vacant since 1989, and if those are positions you feel you can fill in the next year. drexel lot of them will be

filled this -- >> a lot of them will be filled with temporary staff. give we are in the process of filling in a permanent staff, so our expenditures have increased. good >> i am wondering what dpw is doing in terms of the law library. i saw that was under your project. >> we are working to relocate the law library itself. >> you are helping to guide the relocation process? >> yes. >> thank you very much, and we want to thank you for coming, and we will see you next week. the next apartment is our own department, the board of supervisors. we have excellent -- angela.

>> good afternoon, members of the committee. gooby my side is several landis- debra landis, who helped me present this budget. we are presenting it in the framework of the budget for 2014. goothis resources our offices to meet our mandates, and while doing so in a cost-effective manner. i would like to thank katherine newman for her work, and the staff, thank you for attending to answer any questions you may have a rigorous slide now two

reflects historic net revenue budgets. this shows the measures implemented during the economic downturn has resulted in a flat budget from year to year. examples of cost savings measures include an accord eliminating its program. give we have combined it with the analysts project. give me classifier region reclassify assignments for strategic business needs. we have the foresight to develop in the department, which was replaced by a package. rove we have reduced our cost significantly and provided a electronic documents and packets whenever possible. good thing gift that keeps giving, and -- >> the gift that keeps giving, operating expenses, and the lower chart

shows notable efforts with regards to increasing revenues and recovery. we received a planning appeal filed at the board and requested the planning department of supply a surcharge to categorical exemptions. there has been an increase in fees and an increase in volume of applications, and finally we increase for citywide number ships -- memberships. major department all initiatives. the budget proposal does not include new programs but focuses on process improvements related to i.t. first is an amount of 350 for a system tracking replacements. this will allow them to pay for

its online. good evening the current system is an unstable and no longer supported, and the new system will not only support access for the public but also make work more of fission. good second, and retains to our worker program. good evening includes nonfat -- it includes the program. my office excepted id based on the skills needed for the position and in consultation with the department of human resources. and while not yet included in the budget, my office has a place favor request for the project, which if approved would be included in the 2014 budget. the current system does not demonstrate use of available technology and should, because it would allow for easy access and assures a would have paper.

and i would like to note current successes. the first is our online tool to access legislations. it has been fully functional for several years, and this fall we expect to open it to the public so the public can access our legislation as well. and while we are talking about i t programs, supervisor kim, i know you are curious about this. we have had a positive impact of late. i was pleased to hear the director of i.t. states that the departments that have migrated to the consolidated e-mail system cannot migrate to -- can migrate to 365. this is what we have been advocating for. this will allow us to avoid duplication of potential disruption that we may incur, even though we are going to

migrate one time. it is very successful, so i am hopeful it will be for us and the department. our major expenses and revenues. i am thinking probably by thanksgiving is when they would have time to migrate the department does well, but let's say in the fall to reduce the proposed expenditure budget totals $11.4 million. this is a $591,000 increase from the current year, driven by a labor costs saw, so the revenues anticipated to increase but taper off beginnings in 1314.

dodi here is a view of the proposed budget allocated by expense-for fiscal year 2014. a part of our allocation is salaries and benefits to give the breakdown in professional services, and $2 million for analyst services, 3,000,015, 174 citywide management, and $350,000 for the project. slide fixes the proposed fiscal year 13-14 budget, andit is similar except the one-time money for the project are missing. good it is a greater sharapova -- is a greater share of new

resources. funding may appear here curi. -- increases reflect salary differences. there is a decrease of $50,000. good we have utilize its pure eg. we are currently looking for a memo that contemplates the option going forward