equivalents, they break down will be 58 on the city side of the foundation side is 89. in the summer, the whole city is immobilized to encourage use to participate in jobs and learn about jobs so we accepted three teams -- to be able to deal with the public all the time -- the other one is the museum install, to learn that not only how to participate in business by how to interact with people at large. we also hired as an intern and offer volunteer opportunities fourteens throughout the summer. in terms of language access, i think all of you care deeply about that.

people from a matter which cultural background will be able to take advantage of our offering. in addition to english, we have 64 languages we provide discounts in sixth foreign- language newspapers if that is the presentation we have prepared for you. you have any questions, please let us know. supervisor chu: thank you. i believe the budget analyst does not have any recommendations for this time. we had conversations around the asian art museum of around a year-and-a-half ago that have a lot to do with the restructuring

of debt. the commitment to work through in -- internal practices and your fund raising efforts, could you provide a brief effort -- a brief bit about your effort their quest for >> that was really led by our city leaders, particularly in the city comptroller's office. thank you very much. there is an ongoing effort to form a business planning committee, that was the business plan i was speaking about. right now, we are in the very middle of the business planning that is projected to be concluded by the end of september. a big component of that plan is about fund raising and how the museum can continue to address its ongoing debt as well as sustaining and the growing its operation.

we have been closely in touch with the office to keep them in the mayor's office informed and we should be able to give a full report by the end of september. supervisor chu: the report is to be completed by september of this year? >> yes. supervisor chu: are there any recommendations? as the controller's office have anything to add to the conversation? >> then rosenfield, controller. we have the first project completed and we look forward to receiving the second, the multi-year business plan the foundation is committed to completing by september. i'm hoping the document provides a long view of the foundation

and museums finances over the horizon, including the debt that continues to need to be paid off in the structure agreement. there will be a funding gap remaining that will likely require a capital campaign. but the intent of the plan is that it informs the city's financial arrangement going forward and are around which the capital campaign can be structured. the proposed budget i have reviewed for the coming year does begin implementation of a number of the recommendations in the first daddy that was completed coming out of the agreement a year-and-a-half ago, including resources in that development office at the foundation. >> i want to add that the plan as looking at the institution holistic way.

we want to be able to address any issues in the context of the overall growth of the institution. >> thank you very much. we look forward to hearing back from you when you finalize the report in september. we're very interested in making sure the asian art museum is sustainable in the long term. we look forward to that report. >> thank you very much. once again, we would like to see you all at the museum. supervisor chu: given that there are no other presentations, we will not be requiring the asian art museum to return next week. >> it is the arts commission. >> i'm the new director of cultural affairs at the san francisco arts commission. thank you for your time in hearing our budget presentation

in your ongoing commission to see in the arts as a critical part of building a good quality of life in san francisco for all of our citizens. if we could get the monitor to show our presentation -- thank you. i believe you all have copies of the presentation. i'm the new director of cultural affairs and i began on january 9. i came just prior to our budget submission. i was got -- i got caught up to speed with our deputy director in getting our first two-year budget proposal in. the proposal came off a controller's audit and review from november, 2011 that highlighted a number of means the organization both in terms of financial system, and controls and issues around staffing structure and morale. our first priority was to

correct those issues and build the appropriate systems as well as build an organizational chart that was responsive to community needs and it built the security our staff deserved. that is why you see reflected in the proposal today. we are about to embark on a planning process to tie to the four-year tenure of the mayor and provide a vision for our new leadership and to engage the community in needs assessment so that we understand the role arts and our neighborhoods and how the art commission can partner with our small and midsize arts organizations to build a healthy ecosystem and improve the quality of life for all systems. -- for all citizens. we have secured $75,000 to match our efforts from this. we will be spending time across all of our districts and we hope

to use this opportunity to investigate friends of the arts commission so we can build on our fund-raising efforts to bring in support to partner with the city as we think the private sector is very interested in seeing the arts become an integrated part of our neighborhood. this planning process will establish a much needed capital plan for our facilities as well as our civic art collection, currently valued between $90 million and $93 million, but without a plan for maintenance and storage. our sources of revenue breakdown to general funds, hotel tax recoveries through partnership with the public utilities commission, the library at department of public works. our license and fees remaining flat for our licensing program and our civic designer the process and other revenues.

in this revenue source, every dollar is granted out as a critical lifeline to our small and mid-sized nonprofit all under the million-dollar mark. this is critical at a time when state and federal dollars are at an all-time low for the arts and our private philanthropy continues to struggle with the economic downturn. you will see a portion of the general fund goes out in grants to the cultural center as well as the cultural equity grants program. the recovery supports number of efforts in the youth services arena. they support our writer's corps program as well as our street smarts and where it lives program. supervisor chu: there is a program administered by the arts

commission that the percentage of construction projects. where is that within your sources of revenue? >> that is actually off budget. it is all off budget because it does not aligned with the fiscal year. it projects, the of the good to be over multiple years. there is a 2% fee on all public develop that goes through that project -- goes to that process. as of this current year, 71% of those contracts went to local arts providers or contractors. the vast majority of those funds are going to local artists. >> will you be speaking about this program later in the presentation or are you not mentioning it in other places? >> i do have a few more points about that in terms of this year's excesses. >> how large is the program? how many people are involved? >> it varies year to year based

on the pipeline of projects that come to us. the budget can range depending on the project allocations between this past year and i'm going to -- it was approximately 8 million for this year. these are off budget due to the nature of that program. supervisor chu: in the future, i would appreciate more information about that program even though it is considered off budget. it's a significant part of your budget being worth $8 million. >> absolutely. you're speaking to a point in our redevelopment of the accounting program. this has historically lived off budget, but we are working on systems that would bring the reporting structure so have a more aligned way to bring this to you at the board of supervisors and are commission

on a quarterly basis. >> thank you. moving on to expenditures by program, you see a breakdown here of the expenditures. the two largest programs are the community arts and education program and the cultural equity grants programs. these are primarily grant-making programs. this includes the bayview opera house and the mission cultural center for latino arts and includes too awful -- to work roll -- to the virtual centers. these are all supported to the community arts and education program. it is also where the writer's corps lives and our youth development programming and building central market to be a thriving arts and culture district as well as working on issues of economic development

throughout the city. cultural equity grants is a core program for the agency and will be a key focus for our strategic planning. it serves well over 150 small and midsize nonprofits, a majority of which have historically been underserved agencies and they play an important role in neighborhood development, youth programming, and building a high quality of life for all of san francisco. in terms of serving constituents within our program, all of the programs at the art commission engage in cultural response of programming that includes language access. we contract artists through our program and the students served in our youth development areas. all of our materials are translated, we focus specifically on emigration and

indigenous populations with the native fund of $96,000. the cultural center offers programming in manhattan -- multiple languages throughout the city. our summer employment opportunities include 250 use employees, approximately 177 will be employed throughout our city grantees and -- you can see the breakdown here of the cultural center and youth employment and their partnership with organizations like horizons unlimited. we are restructuring the organization significantly. the controller's review recommended improving the climate of classification and duties. it surveyed staff to determine the is very low employee morale due to the lack of promoting lines and this budget reflects a lot of changes to make that correction and this has been

developed with our labor union partners and shop stewards. the corrective action you're seeing is to stabilize the organization. we are requesting substitution to report lines the agency. we need an opportunity for staff to grow and have the appropriate mid-level management duty. we are requesting for temporary positions be made permanent. one of these positions was filled with somebody with 10- year -- 10 years of seniority. we have eliminated five temporary positions for savings and we look at deficiencies in the agency so that we can do this effectively with a balanced budget. all of these positions are filled. >> on the point about the temporary positions -- that seems to have them longstanding, why were they temporary to begin with? >> they have been through all our programs. many of them were in the

community arts and education program as for the rationale as to why they existed, i would suspect it was to expedite the hiring process, but it did not have a long-term, sustainable place, so we are trying to correct that. >> were these all upward substitutions? did people receive a raise? help us understand what these substitutions were. >> i will defer to my deputy director to speak about that. >> we did create promoted of lines in two of our programs that did not have them -- so most of the substitutions are equal to ensure the employees are doing the same work at the same classification and are represented with the same contract. >> so if i understand what

you're saying, they resulted in no additional cost to the city? >> correct. >> if you could share that information with us off line, that would be helpful. >> there are eight of those positions that would be moving into new positions as part of that correction. talking about how these would support our neighbor and our infrastructure, we are pleased to see his budget recommendation includes the greatest investment in our arts and capital in the neighborhood in several years. this is critical as we see organizations struggle with capitalization and for artists who continue to have to see

places elsewhere to work to do to a lack of space. we're thrilled to see these recommendations in the budget. this budget includes a new roof, very much needed at the latinos center for cultural arts. this would see electrical and replacement as well as a new roof at cellmark. these have been much needed capital improvements. to front -- to funds that have been obtained in prior years -- we are currently in the process for rate renovations at the bayview opera house, including new bathrooms and landscaping that will build greater access. in have a new commitment from the public utilities commission for an investment in our community arts and education program here. we will be working with them

that is -- in key neighborhoods for a total of $600,000. the budget addresses a pending move to the veterans of war memorial. this would be critical for storage for the civic art collection. we were highlighted in the new york times for issues facing our civic art collection long- term preservation and this is part of the solution to make sure have museum great storage for the works we want in the community but need a place to be pure -- conserve it. that will be in the basement of the veterans' war memorial and include administrative offices as well as a public programming space that we hope to work with nonprofits and local artists to build greater activation and partnership with other arts nonprofits and a much-needed programming space in the city. we continue to build on our central market partnership and

we hope to expand that in the new invest in neighborhoods initiative by replicating those efforts most successful in central market throughout the corridors in the city. that is through the art and storefront program, activating vacant spaces and other programming and activation in public space. this budget shows a preservation of all grants for the community arts organization and we will be making no cuts to our community partners. one thing not reflected in our budget, the mayor's office of disability has committed 2.4 million to match this in 2014. with that, i will open up to any questions. supervisor wiener: thank you for the presentation and all the great work.

i want to compliment you -- for the civic design review report. improving the process in the past, we have had some situation where the arts commission has become involved late in the process and made some sometimes rather significant change request to progress -- projects that have undergone the design process and i know that has caused some issues and you are committed to getting the commission involved earlier so that if there are issues to be worked out, they can be worked out up front, so thank you for considering improvements to the process. i want to know if you have any comment on that? >> thank you for that. the civic design review committee of our commission just approved some draft guidelines

to take out to our community partners at recreation and park. you and in the supervisors' interest in giving feedback to that, our goal is to be a good city partner and our challenge at design review is balancing timeline and budget with a long- term vision of what would be a 50-year aesthetic benefit to the neighborhood as well as being responsive to committee in put and having the response time properly so that the input is making its way to civic design review at the right time in the process. we hope this will address some of those challenges and we invite the back as they continue to involve -- continue to evolve through the process. supervisor chu: for the puc investment, the $600,000, what is the connection between their work and the work being proposed by the $600,000? >> the scope of work is

currently in negotiation. now that the puc building has opened to great public fanfare, we will be looking to getting into a new position for a liaison to the community and the arts commission. we will be working with them to develop a scope of work appropriate in community arts. one of the things we have discussed included a focus on the bay view neighborhood for some of their upcoming development. i believe their interest is to align with their strategy and where their development will be happening. those neighborhoods received the appropriate education program. this would include used development programming in the art that we have yet to define what that looks like. our planning process will align how we're going to work as to agencies in that arena. supervisor chu: i think that the needle more -- i think that may

need a little more fleshing out. i would like to better understand what the connection is, especially since we know our water rates will be exponentially growing. i want to make sure it's the correct connection to what they are funding. >> i certainly understand. these dollars are the art in richmond dollars that are mandated. just to clarify, -- are to enrichment dollars there mandated. this does not influence those rates. >> thank you very much. in terms of the arts complexes, we have had a lot of questions around the city's maintenance of these locations. we have arts facilities centers in various parts of our neighborhoods and i imagine there is programming that goes on there. at some point, i would like us to understand what kind of value we are adding.

are we simply just providing a facility where people are going to use the space? i would like to understand what it is because they're very large capital and investments. we are not necessarily maintain them the way we ought to end if we are not, what's the value of having the centers? that would be longer-term conversation. >> it will certainly be part of our strategic planning process and i think the capital investments in this budget will be a great stride to our maintenance and appropriate support for those centers. supervisor chu: i believe there is no budget analyst report for this. would you have anything to the presentation? >> nothing additional. supervisor chu: colleagues, if there are no questions, i would like to thank the director and given there are no recommendations, we will not require you to come back next week, but we like to follow up of some of the outstanding questions. >> thank you for your time and thank you to the mayor's budget office at the comptroller's

office has been so generous with their time helping us come to corrections and improve the organization. supervisor chu: our next department is the fine arts museum. i would like to recognize the board of trustees who is here with us. i know the board of trustees played a major role in stepping in with the passing of mr. buchanan. we do miss john and his energy, but we want to thank the board of trustees for stepping in. >> good morning. i'm the chief administrative and financial officer of the fine arts museum of san francisco. i'm here with our board president. we want to extend our appreciation to the city and

county of san francisco for its continued support. i also want to thank the budget analyst and mayor's office as well as the collaboration of other city departments. for those of you not familiar with the fine art museum of san francisco, let me briefly describe our organization. we are comprised of two museums -- the young museum established in 1895, rebuilt and reopened in 2005 and located in golden gate park. and the california palace of the legion of honor, established in 1924 and located in lincoln park. the fine arts museums maintain a very close relationship with the city and county of san francisco. 95% of our work is owned by the city. the land on which each museum is located along the to the city. each museum the location is a property of the city. the museum's a ploy 544 full- time and part-time employees. in fiscal year 2012, the museum's anticipate nearly 1.6

million visitors, of which 72% enter for free. our mission is to bring to all san franciscans the highest quality art throughout the world. we provide the only opportunity for thousands of visitors to come face-to-face with great works of art from london, paris, vienna and beyond. our special exhibitions represent an ongoing major financial investment by the museum's. in the summer of 2011, the museum's presented a picasso program from paris. 335 visitors came, of which 73% were outside the city and county. in the spring of 2012, the museum presented the fashion world of jean-paul gautier from the sidewalk to the catwalk. this unique exhibition has drawn 135,000 visitors. this fiscal year finished with a

victorian of an art exhibition organized in collaboration with the victoria and albert museum in london. for fiscal year 2013, the fine arts museum will continue a tradition of excellence with presentations of the william s. paley collection, a taste for modernism, and in january of 2013, a girl with a parole hearing, paintings featuring 35 dutch masterpieces. the centerpiece of the show is that of premier's girl with the parole hearing. often called the dutch morley said. in november of 2012, the legion of honor will present royal treasures from the louvre. many of the pieces in the exposition have never left the