making long term investments in our children and families. we have some key strategies that we have two platforms for our service deliveries and everything we do is focused on those platforms one is preschool and family research centers. and within those platforms we probated in our work around health and mental health and family support. we also make strong investments in t, a's and training and coaching. we also put money into direct

services and those are really targeted to the children and the families at their highest need. and we believe in order to have a bigger impact we need to align our investment and we've done that. and lastly we believe

children's signature program. it it it is tarthsz our neighbors >> can i ask a quick question? so the tax goes down because people are smoking less?

then the propose h money from the public education enrichment fund has been going up but it need to be reauthorize in 2014 is that right >> it has to be reauthorized correct. we also have in propose 10 we've been award a grant from the federal government down to the california department of ed down to us which is part of the president obama's race to the top grant. we have about $50,000 that are for the cares plus and that's helping providers rise their quality. we also have a planned reserve for $8 million next year and a

question. thank you for being here. t the letters reverse so overall did you have that somewhere? thank you. one other question related to supervisor mar said. we've seen a downward trend in revenues >> i think the highest we've got is 11 million i'm sorry. it's been about 9 million and our projections from the treasurer is t will continue to go down. i'll show you our projections.

this is a little bit about our expenditures. i'm going to tell you a little bit more detail. last year on propose h. we spent the money 92 percent. the administration costs hoefrz r around this figure. well, i'll tell you for propose 10 it's about 15 percent forgive administration and 76 percent for programs and some for infrastructure and the rest for evaluation. so this is a slide that shows our key core investments. again those are in our result areas so for child investment and this is enhancement and

reimbursements for families that have children that are 4 years old. we also invest in i'll tell you how we're going to backfill our cuts and our strategies. so for our workforce and capacity building with propo 10 we're investing in workers' compensation this is the wages and give our providers a boost in their salaries and benefits. we also put some money into family support around our children who are part of the preschool for all and also

curriculum in science and art and math. we invest along with the program that we continue to keep that investment fairly high we have over 50 mental health consultants. there are in a our family resources centers. with our inclusion for children with special needs we have a new stream we're funding several strategies will inclusion we want to have preschool for off-site that have - including

children with special needs in their programs so we're doing a lot of on site coaching and on site services like speech. we have 3 demonstration sites. it will take a couple of years to develop but we're paralleling that work with the work of the school district that are developing 8 sites. we'll have 11 preschool sites. also to help families we've got a center and this is san francisco general and appraise comprehensive assessments with the .

along with d c y f we cover all the birthday of 5 years old. and then our major investment is with family resource centers we have 25 around the city. we've proud of them. a lot of other departments are interested in joining us and others are joining us like the mayor's office. and we're also taking our family resource centers on a pathway to quality. you he can see this is about

$610,000. any questions? i know that supervisor farrell wants to us talk about our budget thirty signed work orders this is involving the mayor's office of housing we give programs for our joint strategies and other departments give us money to support our strategies. this mostly centers around the family centers. so this is about child development. just a little bit more about our race to the top challenge money. that is a federal award we were

given a grant for 3 had the $3 million. we are target our sites for children. we also are working in calibration with 5 other bay area that have received race to the top money. it's for efficiency and also that our families move around the bay area we want all the families to when they move they'll believable to assess the child development programs. we're also collecting a lot of data altogether and sharing assessors and the evaluation data and that's pretty exciting.

harvey dunkin' is coming next week because we're the race to the top site is exciting. we're trying to promote school readiness this money is given us to so we can do qualify improvement services. they wanted us to build this high quality setting in the neighborhood where we have the lowest schools. but all our schools about benefit from the funding there. so here now john walked out - but here's our sustainability. we do have a sustainability

plan. our beginning balance this year was $16.6 million. the reason we have this plan is because we've used prop $10 because we spent it we did accumulate a fund balance. we're spending out that fund balance so we'll zero identity in june neo 15. and i'll tell you how we're using that reserve. are the 3 and 4 years old if live in 70 we're filling the back cuts and that restores the kits that the state made for all the 3 and 4 beyond a reasonable doubt and this includes head

start and other large community programs and this covers about 4 thousand children. we also developed a strategy called 3 year plus and we've got about 3.2 million annual. this is to provide all day scholarship for children that don't have access to a quality environment. we're phil children and giving them full quality scholarships. and this will serve about 2 hundred children. and the other thing we're trying to do is voucher children lose

those because they lose their jobs. so we want to make sure that those children stay in preschool at least until their kindergarten age >> i saw the slide when i was in my office. >> it has to be reauthorized - when it is reauthorized. >> the last thing in terms of prop 10 we've also had a reserve. and the commission has approved one year of funding so we'll be

using our reserve so we can maintain our long term investment. you see our decline we know that in fiscal 16, 17 or 15, 16 we have a planned one million dollars cut but we're trying to fill in our reserve so we can maintain a level of funding. so we have - here's our participants. we have lots of children we served about 3 hundred thousand kids in preschool and this includes our infants and toddlers. the entertains benefit from our family support - >> mr. chair can i ask a

question? >> actually, i really appreciate the strategic approach to the use of the state money and also the pop funds. but i want to ask about the back appealing of the state cuts like how much of that is coming from the prop h funds? that is coming from the prop h funds >> so covering 4 thousand children coming from the prop h fund -- i'm wondering about what i anticipate in the future as we backfill? and i'm wondering. >> i know we've been working with the office working around and planning out our budget and

the trends in the long run. we've been using our reserve and at some point that reserve is going to be over but we still have stated and a local cuts we have to be strategic. but it is you know the more that the city covers the state cuts and i think it causes quite a dilemma. and we want to make sure our lower income children have a preschool good experience. okay shall i go on. you can see we serve a lot of children in our family resource centers we've screened 5 thousand children a year here's

dental and obesity. we again at the bottom two slides we preoccupied a lot of capacity building and we provided high quality care. i know that supervisor farrell asked about our monitoring and evaluation and we take this very seriously. here's our little plan. we have a strategic plan we renew it every 4 to 5 years. we detail our outcomes and beverage marks and evaluation indicators and we have some initiative performance measures. and then we also have for all

our programs we have baseline quality. if you have brown below a quality score we have a streaming where we try to work with the centers to raise the quality and we also identify all the measurement standards. we ask all our applicants to include logic models we want to see how they're thinking about their own activities and performance measures. we develop targets. we have two major databases where all the outcome measures are entered. we have quarterly reports that are generated and reviewed.

we do site visits and in june wool have outline outcome measure outcome you measure report and it looks kind of promising we're excited. i don't know if you can see this but this is our staffing it's our greatest asset. we have 16 f t e's and if you can see the colors we have 7 prop 10 funded positions and we have 6-f ta funded positions and 3 and that includes media our fiscal administrator and our administration assistant.

anticipate finally this is what we're proud of. those are some of our children in our family resource centers. and just a little bit of bragging. in our city 80 percent of our children are enrealized and we have a high participation of our latin-american and african-american students. we're leading the the structural program. in - we have a model in our family resources centers and people are calling all over the country to ask us about that.

and the families are significantly uncomfortable their parenting skills >> colleagues any questions? i want to thank the colleagues. >> i know that supervisor cowen is going to join. i want to say the most disciplined staff that are lazer focused and really using the money from the states wisely and a lot of it is because of the leadership and the staff. but thank you very much for the great work

>> thank you very much mr. supervisor. any questions >> thank you. once again good afternoon. i'm sue. i'm going to give you a board overview that i gave to the mayor in february. in terms of budget priorities we want to continue to focus on the children and youth already to learn and are succeeding in school. supervisors if you remember we

came in front of you for the first time in march and then in may to talk about going into the community to talk with children with needs. and we presented to you our allocation plan how we intended to meet those needs with the money we have. part of our strategy is to maintain the accountability and work we've start over the past 3 years with our cv o. we want to make sure our service is serving all the children >> in terms of our budget

you're seeing our total budget general fund, state and federal grants and those state and federal grant are for our violence presentation work. >> so 1213 we're looking at the the $12 million. if you're looking at the program really overlooking for the 2014 i can see that the children's fund is growing and the next year too. you also see that the general fund is slowly decreaseably.

we had some one time funds in the federal grant for our violence prevention. we're the school district funds has a slight shift here but on the bottom you'll see the dollars that the program will offer see 82.5 million with a slight increase in the next year. i am graphical person here's a graftal chart of what you just saw. so as he drill down from did children's fund in our budget you'll see once again this is

the trend that year after year expect fiscal year 10 our children's dollars has slowly increased we're excited it's increasing particularly for us that allows us to expand services. the major expenditures within our budget are so are the school district pass through. the departmental work orders that are work orders for san francisco to the department of public health and a small work order it's all primarily to verify services. so because we're in partnership we're sending the monies to 70

agencies so they can streamline the fund. to the department of public health we send the money for the health centers. and we send the funds that we have in our prevention of violence. if you add the departmental work orders you're looking at approximately $70 million we send out. and i get questions of how do we monitor those grants. we have developed a 3 prong approach to supporting our grantees. and that's to do fiscal oversight in which our grantees receive a visit from us to

assess their problematic quality and we do joint monitoring around physical health. we provided capacity building. so when our program manager so out in the field and they identify some weaknessesness we bring in a program crouch so increase the quality of their program. we have several workshops we send our agencies to attend some are administered by controllers officer. and 15 we do data and evaluation we want to make sure we're constantly learning from the field and we want to make sure we're asking all the right questions to get to the outcome. it's - to me it's aro