we have a motion to accept the budget recommendation of $300,000 can we do so without opposition. we'll continue that until next week. at this point, we're going to go back to the department the first item on the list. we have our assessory. >> can you tell me what the next 3 groups. >> the department the technology and public works. >> thank you mr. clerk can we

get the microphone lit up. >> hello all right. here we go. thank you very much victor. first off, i want to thank the committee. i know you have a long two weeks ahead of you. i also want to thank the mayor's office for budget creation, of course, to the boards budget analyst. i think some people had some questions about the budget being equally hard on a supervisor.

and the answer is yes. i also want to thank myable staff. we have many of my deputies who are here to answer any questions but i want to take a moment to recognize the staff on the 711 who are working hard to close the role and make sure that with he have our budget in place. we're going to be answering a number of questions that were posed by the committee. one the things that was asked was what does our department do that. our core a few. we establish the fair assessments for the city and county of san francisco. we have about 2 hundred and 4 parcels we are charged to

putting the proper value on each and every one of those parcels. to a single-family homes to the downtown high-rise. there are several instances we value the property when there is a new ownership and construction and a temporarily reductions is loud. we have prop 8 that is required by california laws. we collect and transfer fees. we're the official record keeper for the city for many documents like marriage certification p

and, of course, we maintain parcel maps for all 2 hundred thousand parcels. the chart next is 13, fourteen general figures. that is the proposed budget and the reason this is based when we created the slide off last year but the story is the same. what we're sharing is the transfer tax empires a large portion of the general revenue getting to 40 percent of the cities budget okay. next slide. we wanted to share is the fact we talk about the city's general fund and how we pay for property taxes. there are other amenity we care about. supervisor mar i used to be on the school district board and

bart received part of the funding. the other entities if the city's depends on the cities fund from property tax. one percent is provided for by prop 13 and it related to bond. so for example, in the school district has parcel tax and city you college has a parcel tax this is not shown here only based on a one percent. one of the other questions you had asked what were some of the factors and our workload is working. this slide sort of talks about all the things that effect that. policy changes impact our workload. you recently changed a condo

conversion act. with that means is more maps rather than 2 hundred thousand parcels we may have many, many more. we have a low interest rate environment. we have more and more documents new documents are need. every time there is a change in ownership. i think this is a story that my predecessor talked about. prior to 2008 our city received 1 thousand cases of appeal. once 2008 hit we saw three to

four times of a work load now we have over 6 thousand number of appeals now we have over 8 thousand appeals that exist. rise in home prices this will trigger reevaluations. so for all those properties that received the property reductions we have to reevaluate those. and hope are getting better prices. the economic recovery in terms of the changes of hands of property but also, we have to deal with businesses. one of the portion we do is we have to value business property. every business we have to

evaluate and charge taxes. finally i think the mayor had talked about the economic value work. we have a number of cranes that are outstanding and a lot of new construction also for homes. a lot of people who put off remodeling their homes with doing it again. we have to value all property as their null constructed. it's a busy time for our office. just a quick highlight on our budget. this is a graft fiscal 2010

through 2014. this is our general fund. we'll show you the total budget and the line shows you the net. and once the funding is from our department. you may see the significant changes in our budget from 2013 through 2014 it's not much of a change but from 2014 to 2015 it's large. that's primarily related to $15,000 to plan for the property tax replacement. one of the topic areas you asked us to cover so we've broken it out into two areas one on the

revenue side. we don't have any new increases projected, however, we're seeing that revenue will be up about $1.6 million that's an increase of 41 percent and one of that is general fund and the rest special fund. a couple of the reasons for increases we're seeing as you heard earlier an increased number of reported documents and also we've been collecting important revenue. also we're fully coming up with the e recording. we're asking all title companies to record on o online. but alongside with it is a one dollar recording document and we'll see increased revenues.

finally we have a $6 increase in paid trees. and so those are the prim drivers of revenue increases. in terms of the expense side we have a few things to discuss. i think of the overview of some of the administrative impacts you'll see that our budget primarily relates to those issues. it will take some time to fully understand the operation of the department. what you're going to see in this year's budget is an exception of a few things. one is to ask the continuing the budget process team. my predecessor 60's asked for a

project team to continue >> i think the controllers office mentioned earlier we're working with controllers office and our clerk to make sure we figure out how to bring down the open appeals as quickly as possible. and their proposed in the next budget year. we hope that will bring down the open cases. this is a positive movement for taxpayers to get their appeals heard. if we do owe the property taxes we're owing interest. we have also asked for an increased staffing. we have a number of people who have to examine more and more documents and we'll need

additional folks on staff to help us meet the caseload. we also have an individual we're hoping to be able to bring on board with under reported taxes as well on the recorders side. and one of the things i know you've seen the budget for the planning department. we're going to be working with them to make sure we're capturing the documents. to the extent we have to deal with the backlog we have a two year statute of limitations. it's not ideal to take 4 years but we really do have to make sa

planned property tax system. and finally we want to make sure we're implementing more efficient online processes we're going to be using for data. we have information for every property but we don't have ways to analyze that in a good way. we have a lot of maps that are used by many departments but we don't have a very robust use of gi s. we're hoping to be a better he participant for the city in providing information and

improving our online services. you asked about position changes. there are a few position changes. we have dedicated additional resources and we talking about e talked about additional mapping and analysis work, however, primarily the change is increase in temp funding as well as attrition rates being reimbursed. that's where the largest piece is in the transitions. now going from a to b. we have this as a project it was initiated in 1112.

it took us quite some time to take care of that are you'll see the gravel is closing. the number of appeals came in much for quickly. we expect the market to have fewer and fewer appeals. we're still years away. we expect we're going to have fewer and fewer appeals. just to make sure you know the number of open cases is about 7 thousand 4 hundred. i've been speaking an a plus you number that's the number we have of april 9th/11. there are 8 thousand 32 open cases. we're hoping to get to somewhere like 4 thousand. on a few other points you wanted

us to cover in terms of competency. i asked all departments how they were helping limited english speaking folks he in terms of assessing services. this is going to be a big priority of mine. we include in our annual mailing to ask whether or not people want to see their seated values in different languages. we have employees who are biennium and they're able to help us translate in mandrin and cantonese and spanish and latin.

and we also have access to the language service center. i don't know how well, that language works. and finally we're utilizeing more videos and we're teaching how people can apply for the property form. this is an area we're far from perfect but hope to have continued improvement. and now to the supervisors questions >> i think there was a question about overtime. currently, we have overtime about $1,800,000. we tried to limit the usage ofo. in our budget. but i will say in this year's

budget we've fallen behind but we haveo. money in our budget. and finally to the budget analyst recommendations. there are a number of remedies. i think we received some more edit to it recently. i say unfortunately we're not in agreement but we're reviewing it. we're the farthest part on the nutrition. so we looked to working with the budget analysis before we come back next monday >> thank you, colleagues any questions right now? >> okay. thanks. >> thank you. >> mrs. rose why don't we go to

the budget report carmen chu's department. >> assessor chu as stated we make no distinctions we're happy to work with the sear in this coming week to get agreement. our recommended reduction is on page 4. that's nor 2013 and of that amount 511789 are ongoing savings and the rest is one time savings. point 310th of the percent. and for fourteen, 15 our recommended reductions total 54307 and have that amount the entire 52307 are ongoing savings

and those reductions would mean 34 million and 57 hundred thousand. and as i state we're work with the assessor and report back next week >> colleagues any questions for mr. rose or supervisor chu. >> thanks very much. >> thank you. okay. at this point colleagues we'll move on to the department of technology

>> yeah. whenever you're ready. looks like we need the projector as well. there it goes okay. so it's good to be back >> please speak into the microphone. you can pull it towards you >> i'm going to try to and share with you the well, the executive summary in the first couple of months to put the

pressure on what does the department agency do. i think it's important just for the - just for the golden gate exercise one colleague advised me to ask for fuel in case have a problem. so during the exercise we asked for fuel and the request was denied and we had to report back that all the communication shut down because without fuel the department takes care of the infrastructure of the tore and some of the colleagues didn't fully appreciate that it was funny. so we provided citywide services and we provided architectural.

that's the fiber we run through the radios and the infrastructure with those towers. we run the city mainframe that hosts the application that mr. rosen talked about. the multiple data centers and security systems. web services and the coverage for sf gov. tv and maps and pictures of buildings that help folks understand how to leverage it by the way. when i talk about architectural themes what does it mean. the efficiency when i say efficiency, of course, i talk about props and financial efficiency >> mark can i make a comment

we're asked to keep the slides to 10 page and you have 21. >> so you can fast forward them. >> if you could run through it we have a ton of things to do. >> you've seen the agricultural things so i'll try to bring the vision for our detection so the vision is what we aspire to. this is the war to be won and what are the important battles we choose to engage and our vision is we live in the senate city. and that's defined i borrowed that from right of framework. now how we deny the pillars

those are the dimensions we do well. in my opinion we're a art city between cities but also within our own city and we are the connected city. i mean we leave no one behind and allow people to assess what we provided. that means that includes the gear the hardware and the next time. if you're not connected it's difficult as a citizen to get a job or get training. it's important. so our mission is to enable the smart city. the smart city we deliver all the services across san

francisco infrastructures and be resilient. we need to make sure our services are robust and can exist in a earthquake and floods. so what do we need to do in my opinion. the battles we choose to fifth is architect you are and infrastructure and addressing the processes so we don't keep inventing the wheel. so the resources that we choose to commit to the game those battles our strategic efforts and the tower and the centers network hubs are the people. those are the skills we have between us. when you look at me, you should

see two people two hats are the director of the department of technology and traditionally but also san francisco is trying to bring us together across departments. so fire department, pd, mta and all have a lot of resources to share. the process is needed to be able to deliver. it's a very structured a very disciplined approach. i want to recreate that and, of course, our leadership. yeah, we know did greater good day but we have to be willing to make a sacrifice. first 40 days i won't dwell on

that. this is what i spent my time doing. i have to get to in the next month to a lot of you. and we've identified the priorities. so staffing is job one. mississippi congratulating the city's to one platform and be able to provide security. in order to deliver once again the portion of the p mo but the architectural group. i'm running catching a screaming train i should also ask inform a muscle that we need to - i'll try to find the moy