property. this budget assumes no new positions, living within our means includes the reduction of vacant positions. second, we are increasing workload efficiency through improved technology that includes expanding e-filing, wireless technology, and video court conferencing. we have reduced our vehicle fleet by 43% and subleased are bayview office to reduced costs while keeping the property within the city family. together, these solutions, reduce spending and support the department's ability to meet its programmatic responsibilities for the next two years. the department has to contracts. the first supports genetic dna testing required for paternity

establishment and the second to the subsurface of court documents to parents. both contracts comport with the requirements of due process law. providing graced customer service -- a great customer service is our number one priority. the department dedicates over 93% of its annual budget to direct services. 66% of our case workers are certified bilingual translators, with 25% fluent in cantonese, mandarin. 75% fluent in spanish. in addition, the department has access to a language line if language is not represented and gas tty lines -- and has tty lines for the hearing impaired.

over the last 10 fiscal years, the department has set aside funding foryouth summer jobs. this summer, we are employing three students. going forward, the department will carefully manage its staffing levels and reduce spending. we will continue to settle worker injury cases when possible and remain committed to reducing the number of new cases through injury prevention strategy. the department will cultivate alternative grants, opportunities that utilize existing program services, resources, and permit a federal match of 66% for every dollar invested. these solutions are thoughtful, viable, and insure that the department will live within its baseline, ongoing reductions are

seamless to clients, and that service delivery continues to exceed state wide performance. child-support has a longstanding relationship with employers. we learned the important roles that the small-business community plays in employing nine custodial parents. we also learned that for these employers, managing the responsibilities of wage assignment and state reporting can be a daunting task that could discourage hiring. this year, in partnership with the office of small business, we will host and employers for a that prioritizes local small businesses. we will implement quarterly employer workshops and conduct on-site visits to community employers, helping them to manage the program expectations efficiently. we'll also set up a help line, placed faq's on our website.

we developed the score initiative to help parents who are struggling get back on their feet. the department collaborates with the district attorney, adult probation, public health, the office of economic and workforce development, the department on the status of women, the human services agency, and the sheriff's department, to coordinate case treatment and outcomes. we work with state and federal parole and san francisco's reentry council, sentencing commission, and family violence council, along with the community based organizations to coordinate services that deliver real results for parents. i would like to take this opportunity to thank the men and women who continue to make child support services in san francisco their career. i would also like to thank the mayor's budget office, the

board budget analyst office, and the comptroller's office -- compntroller's office for helping the department direct the programs. on behalf of the 12,664 children we help support, thank you for your time and attention. i would be happy to answer any questions. supervisor chu: thank you for your presentation. i am curious as to what the department is facing, in the transgendered with your caseload. how many cases do you have? -- i am curious about your case load. how many cases do you have? >> the caseload is shrinking. we have seen clients moving out of san francisco and into the central valley regions of california where it is cost- effective for the family to be

able to support itself. since i have been director, we have gone from 27,000 cases to 15,552 cases. we are saying that number starting to level off, though, which is the good news. families are starting to settle and we are seeing that number settle as well. supervisor chu: in the past, it was 27,000 cases? now we are about 15,000? >> the 27,000 was in about 2004. supervisor chu: the 15,000 is your current year? >> correct. supervisor chu: does this comprise the cases that are within your jurisdiction that are moving to the central valley? >> it is inclusive -- no, it is not inclusive of that.

the caseload -- if mother lives in san francisco with the child, the case will stand san francisco. the reduction is driven by the migrations out of san francisco. supervisor chu: we have seen a significant drop off, about of a third of your caseload -- >> that is correct. that is why we have been able to manage without layoffs. as staff are retiring, we are back filling. we are not back filling. supervisor chu: you have seen a decrease in your staff level to show the same decrease in workload? >> absolutely. we are just under 99.

supervisor chu: anything you would add? >> there is nothing we would add. we have no recommendations. supervisor chu: thank you for your presentation. we will not be seeing you next week. >> thank you very much. supervisor chu: let's return back to our original schedule. if i can ask the mayor's office to provide a brief presentation regarding the office of early care and education. >> yes. good afternoon, supervisors. thank you for having us. i wanted to run through our draft proposal in creating a new independent office of early care and education. most of you already seen much of the reporting back we have been

doing on the work that has been moving forward for the last couple of months. we have made some efforts to go and do some presentations to some of the other stakeholders to get their feedback. this latest iteration is reflective of some of the conversations we have been having. we met with the san francisco unified school district. we are scheduled to meet with the commission on the 28th. our hope is to have a joint stakeholder meeting with the mayor and supervisors once we have landed on a proposal for this office. we have created a joint mission statement for the office and it is a combination of first five, dcyf. we have also agreed on policy guidelines that encompasses all the work that each of these offices are doing.

we have agreed on system areas, access to early care and education, the work force and improving what happens with our work force, as well as system capacity. we have also identified our target population, which includes all our o-5-year-olds. with our english language learners, our kids are in foster care, chronic absenteeism. the structure of the office in terms of the actual staff that will be in their -- tehre, it is going to be a blended staff. we will have a new director to oversee this new independent office. there will be three senior

administrative analysts. all seven of the positions are already requisitions that exists in our budgeted form. there will be to management assistance and mum will be an assistant and an office manager and the other will be our policy planner. we will also have a committee development specialist. we like to recognize them as a senior program officer. supervisor chu: in terms of the positions, none of these are new positions? they are already funded positions? >> correct. they are just coming under one umbrella. the pieces we are still working on internally and an externally is the management and oversight as well as the community advisory council. we made some changes to the -- to push those out a little bit.

we want to make sure that the money's coming from the various departments continue to have some oversight capacity with the hope that it will eventually phase out. there will be a form of a community advisory council. that is part of the continued work we are doing. with the logistics and budget details, the three departments are jointly funding the new office and the director. the seven existing positions will be transferred over into this new office. hsa would be the best agency to provide the back office support. so this new office would not be incurring additional bodies for hr and budgeting. although so be handled through hsa.

we continue to be mindful about the state budget impacts and the changes that could be coming down. a final note on the next steps, we are working to develop a director position job description. we will float its common to our interviews, and make recommendations to the mayor on candidates. with the final appointment in august with the intent of opening the office in september or october. the director and staff will move over to the new space. in terms of the space, we will be looking at space that is currently occupy by the city. all of the agencies have some space. we need to make some determination about how close the office needs to be to hsa

for logistical purposes. we are looking in places where there will be no rent incurred. supervisor chu: thank you. supervisor avalos: i want to thank you for your work in helping to guide the department through this process. of course, i really want to thank -- i know people entered this discussion about how to create this office with a great deal of trepidation and concern. there was a lot that people had to -- to have a process that would lead to this. i really appreciate that. i know there are still a lot of pieces better getting worked out. -- that are getting worked out. i think this is a great event.

i am really supportive. where i was not supported two years ago when this came before us because i did not think we had a process that was public, that really had the buy and from the departments. i feel like we are closer. i know there is not complete buy-in yet. but it will be a great example for other cities to follow. it will be a great benefit for the child care and feed and the early education field here in san francisco. thank you so much. i will be supportive of this office moving forward. i hope we can all be on the same page with that, too. >> i appreciate that. i would be remiss if i did not knowledge the work of maria,

laurel, and trent. we have been working diligently on this. his i said this before, i think we have more in common than we do in difference. coming together to make these policies, it has been a help the process for all three departments. it is a step in the right direction. it is the right thing to do. it is going to be helpful for the larger community. we are looking forward to continuing to help move this along. supervisor chu: i am very supportive of this and i am glad we are finally doing this. i am thankful that we are doing it within our existing resources, with existing staff, and with existing space. my thanks for that outcome. supervisor kim: ditto on the

work that was put together. two things i wanted to bring up, as we look at proposed dramatic reductions in early child care, i am curious if we can have a conversation about how we can best address that. or we can pull in resources here and there. it is unclear whether we do able to fill all that and how much of that we can do. i hope this office will be really useful in moving forward on that discussion. and what reserves we have. on a personal level, as large- scale developments move forward in the city, it would be great to have this office consider a land use component in terms we advocate our best request or ask for ways to address gaps in

child care needs as we built in the city. we already have a gap already, but we do not want to make that even more. it has been challenging for our office to address that. >> absolutely. i want to reiterate that the different departments are taking into consideration the potential state budget cuts. we're not waiting for this office to be created. we're focusing our energies around with those potential cuts will be. we're trying to do a clear assessment on what the actual impact will be for our city. part of the capacity peace, supervisor, the system areas we

will be focusing in on will be facilities. this office will be very prominent in some of the further discussions. supervisor kim: i would love to be included in that discussion. supervisor cohen: thank you very much. on slide #8, the immediate next steps, i was curious to know if you could walk us through the process. to find a director. >> we are in conversations with some of our private funders to see if we can get somebody that can help to do the entire recruitment process. the intention is to do a very clear, open process, reaching out to -- reaching out for this position, you have to remember that we are bringing together various departments that have

various responsibilities. how the job description gets written is going to be critical. our intention is for the department to continue to work through what that will look like, have a very standard interview process. we will want to get feedback from the community. ultimately, i bring forward three candidates to the mayor for him to decide. what we won't have is a current department head of the three are four different departments acting as an interim? >> that is correct. this is going to be a new independent office. supervisor chu: if there are no questions at this time, i know there will be a number of departments that will have bits and pieces of this plan within their budget. i want to thank you for your presentation.

>> thank you. supervisor chu: i would like to call up the department of children, youth, and their families. >> good afternoon, supervisors. i am the director for the department of children, use, and their families. it is my pleasure to come before you to present the proposed budget for fiscal year 2013 and 13-14. dcyf is in our second year of 43-year budgeting cycle as well -- of our three-year budgeting cycle as well as planning cycle.

we are proposing to continue to focus funding on the department's current priorities, which our children and youth. we want to maintain the integrity and intent of the children's services allocation plan and the current rfp. we must state steadfast in our current funding so that we can maintain continuity of services. for fiscal year 13-14, we also want to continue focusing on the department priority goals of children and youth are ready to learn and succeeding in school, but we will go through a new rfp process. the full board of supervisors approved back in may. this is part of our charter

amendment before the department in which we need to have a three-year planning document that would dictate and guide our development. once again, for fiscal year 13- 14, we will go through a new process. this slide shows the total budget to. of notes is the green bark that highlights the school district funds. coming from top down, the purple bar indicates federal, state, and private grants. next is the school district funds that comes to our department. and then comes the children's fund and the incomes general fund. -- and then comes general fund. are two primary funding sources

that we manage and overseas. as you can see, at 412-13, -- for 12-13, our general fund amount is $27.3 million. the budget targets that were given to our department for general fund reductions was $1.1 million. our proposal to meet that budget target is by taking dollars that are left in our grants at the end of the year. for 13-14, dcyf proposes to meet the target reductions in the rfp. this is another graph of different funding sources.

as you can see, 60% of our budget, two-thirds of our budget is comprised of the children's fund. approximately a third is comprised of the general fund. in terms of budget categories, of notes in this particular slide is the majority of $4 go straight out to grants to nonprofits. 60% of for dollars go straight to grants to our nonprofits. 30% of our funds goes to work orders to other departments, which will eventually go to grants to nonprofit. for example, since we have limited expertise in overseeing mental health services, we work order funds to the department of public health and day grant those funds to mental health providers and manage and monitor those grants.

it works because we help in ensuring -- i want to highlight three major budget initiatives that are in this particular budget. dcyf will continue to function as a funder for programs. in doing this, we require a staff that will be able to perform high-level grants management functions. such as contract oversight, compliance, fiscal monitoring, as well as providing assessment and observation of programs so that we can determine quality of programs. from there, be able to make recommendations for technical assistance as well as capacity building and professional development. we have requested in this budget

to new positions to help us build our grand and program development department. as well as request higher level positions, position substitutions, so we can bring that people who can help us provide the capacity building and technical assistance that we need to support our cbos. the third big initiative we want to highlight is that d.c. y f -- dcyf will now oversee the policy development and city wide coordination of the transitional-aged youths services. dcyf will allocate one person to coordinate services for this

population -- i am sorry. in the executive director's the mayor issued, he asked that key departments identified a senior staff person that will help coordinate transitional-aged youths services. dcyf's role is to convene all of these leads and be able to create a leveraged system of services for transitional-aged youths. our participation in the development of the independent office of early care and education. dcyf will transfer two certification -- position so that we can build out this

office as well as all of the funds that we currently have for the early care and education services will be transferred over to the human services department as well. one of the questions that was asked of us was around our development for youth employment. dcyf currently funds over 1800 summer work experience and training opportunities for young people for 25 programs. these are programs such as youth works and other programs in the city. we also work very closely with the school district so we can align summer school participation with incentives, such as having a summer job. another really exciting initiative that was released -- that was announced several months ago came on the heels