program where we have brought in insurance to work on various programs. on our website, maybe translation services are not perfect. we do maintain 60,000 web pages. we would get very literal direct translations of all those web pages after they were -- if departments cannot afford those specialized excellent translation services. we do work with departments to allow users to translate the basics of this pages into their chosen language. all the technology we're putting in place, with six different languages. the equipment we put into the site support english, chinese, russian, spanish, of the vietnamese. that is the end of my presentation.

supervisor kim: thank you. do you have agreement on any of those areas? >> we have not had time to reach agreement on all the areas. we did have agreement on one item for $8,000. sales tax. supervisor kim: we will not be taking action on them. just a question. there is a number for -- of project closeouts explained at page 91. i am imagining that some of the unexpended balances, there might be -- never mind on that. >> it is interesting to note that the department agrees with $8,000 of our total recommended reduction, close to $3 million. we have an agreement of $8,000.

if i sound sarcastic, i am. our recommended reductions -- of that amount, over 1 million is ongoing savings and 239,202 is savings. we recommend closing out to the general fund. these are prior year and expended general fund incumbrances, resulting in a 12- 13 of 1,200,000. on 13-14, the recommended is -- these would result in over 1 million into the general fund.

the supervisor campos: thank you -- supervisor chu: thank you. supervisor kim: i have concerns about the surplus that the report has brought forward. we need to do eckerd budgeting and there are a number of priorities so i hope we can get some sort of resolution there. i -- i believe it was being allocated for $169,000. last year we spent 1000 -- part of it. we're allocating the appropriate amount of funding. there is challenges around the

acquisitions. we should try to be more aggressive about budgeting for what we think we can accomplish in the following year. supervisor chu: thank you. our next department is the human rights commission. >> i have reduced my presentation by tasered so we will go through quickly. primarily this presentation will concentrate on what impact that has overall. to the human rights commission. as you recall, the human rights

commission chartered functions to study discrimination and deal with and media -- and mediate [unintelligible] prepare and disseminate educational materials about prejudice and discrimination, provide guidance, a technical assistance to public agencies and public private institutions. we enforce the sanctuary city ordinance, he'd crime coalition, we facilitate the human trafficking collaborative and also, the anti-policing programs. the divisions as it is right now in 2000 we have the 12

benefits division. this will be the three final contracting leaving of the policy group and discrimination complaint investigation mediation division at the hrc. >> we received a handout. dew point as to what page. >> i am on page 4. >> going to page 5, you will see budget outlook for 12-13. what it shows is a reduction of aso positions from 41 positions

in 11-12 to a reduction of 29 positions which would transition to the city administrator's office. leading 12 positions at the agency -- hrc. we will be reducing from $5.80 million worth of total budget for 11-12 to $1.80 million for 12-13. which is a reduction of $3.90 million. go to slide #6. you can see a compared of total production for the sources of $5.841 million worth of sources of income, revenue for 11-12,

down to 1.63412 -- for 12-13. about over 90% of our funding came from reporters through various departments in -- departments in -- reporters through various departments in 11 and 12. most of the function will be transferred to the city administrator's office. if you look on slide #9, pager #9, you can see uses of funds from 2011-2012. 186,000 -- 886,000 are on service of other departments. 33.5 funded fte's for last year

and 4 rudder 67,000 in general fund support. -- $467,000 in general fund support. this year, we have 1250 -- 12 ftes' and a small reduction in services from other departments. again, going through positions, authorized positions from 41 to 12 at the hrc. 70% reduction. funded positions from 33.5 through 12 positions in 12-13. up here -- you can see -- and you can read this but a graphic -- the green is the positions that are staying at hrc. current projects now that we

have remaining staff. this is the african-american initiatives which is the african-american leadership council which is headed up by commissioner davis and the african-american empowerment initiative which is done within hrc staff and some other committees. some other initiatives will be going forward with that are underway now is the lgbt initiatives and faith and community initiatives. lgbt housing clinic beyond castro which is servicing and talking to in having community meetings in communities of color with the lgbt populations and the bisexual initiative. other initiatives going forward are the sanctuary cities. the profiling of african- american -- arab, african, middle eastern people at the

airport. also our anti-building programs of which we will generate the first anti-bullying video produce with the department of public health. as a training video for all city departments. job creation for summer use. this year we have one person -- one per semester of d.c. if -- dcyf. this is between eight and 12 entrance. people in interns from law school and also from public policy university. -- university. we have between six and eight insurance. our premier policy we're proud of is we created a lot clinic.

-- a law clinic. they provided us to full time and turns out of one of their law classes. the professor coordinated the class and it culminated in a public hearing which will have a report generated. if you have questions about the of transition which is the primary thing we're talking about, i would be happy to answer. we think it is good. we is -- a think is good as an agency. it is about time. we have been talking about this for many years and it goes back 10 years. finally will have a contract monitoring division that will be able to cross train the employees and we will be able to be more efficient.

it will provide better customer service to the business community. i think we will free up the human rights commission to focus on its issue of human rights. what -- we think overall, it will be an excellent transition. we do hope as we go forward dobie's some cost savings as we look at consolidating other human-rights activities into one agency or to cohabitate and share at city administrative services. there are other agencies that provide human rights types of programs. we have been in discussion with some of them thus far. we think over the next two years can provide a cost savings to the city which would more than overshadow the cost increase of this transfer. the cost increase will come from a transition of people, transitional facilities, and coordinating that activity between the two. in addition, i think the city

administrator has plans on filling all the on filled requisitions -- unfilled requisitions. it is an excellent strategic move for the city and ultimately a cost savings. >> thank you for your presentation. supervisor kim: i want to note that supervisor campos did call for a hearing on the transition. we will have a lot more time to discuss that the rules committee hopefully next month as the transition plan solidifies. i know that some of our colleagues might have questions about that transition. it is good to get a sense because in many ways the -- thus has overshadowed the work. i am appreciative of the time is spent talking about other projects but the anti-bullying initiative is becoming one of the primary issues that parents

and families talked about in our schools. i am happy to see some of your other work on barriers for people with prior addictions and the profiling of our community, and sanctuary cities. i am interested in the long term of about how we can have our offices consolidate services. we have the department of women's status and the mayor -- as much as possible, not decrease or diminish the resources. i do not think it needs to be a disruptive acts to share administrative services.

even sharing administrative services and staffing would also save the city money. there is also more synergy that could be taken if we were working closer together. one of the things we plan on doing, speaking to the general fund issue, one of our staff will be able to spend 50% of first-time looking for public grant funding. we intend to start seeking outside sources of money immediately to offset any general fund impact. >> it looks like you do not have recommendations. is there anything you would add? >> that is correct. pro i would suggest that the agency does not need to come back next week for presentations. thank you for your presentation.

>> 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