we're looking private donors we came up with a comprehensive plan between 8 and 10 million it's another tool in our toolbox there are some areas that are not as densely proposed but supervisor mar's and other supervisors that don't have the higher pressure system we have great fire protection but the reservoirs the beauty it's flexible we have resources invested about 20 thousand - four or five hose extenders and 4 miles of hose so we've got

probable one - 4 thousand miles of hose but we want to expand it obviously and we think this is a great investment. unfortunately, it - we've received granted funding $500,000 so each each time we get more funding it would be a nice thing to have i don't know anyone questions the issue >> supervisor mar. >> thank you. i want to get back to the emergency medical services do you have a sense of how much that will be. >> we've asked for an additional $10 million that encompasses the personnel of 42 emts and then it would be ambulances and some equipment that needs to be replaced and

updated. >> that's to be able to meet the straight pretty strict requirements. >> i work closely with the medical director that works for the department of medical emergency management he candidly said to meet the friday and saturday night surge our our system. because there's a three to four year of uncertainty we couldn't invest but now we have this mandate we worked hard to get that back we feel we want to meet the mandate on a day to day basis but it runs 78 percent of the calls for the medical calls. >> chief would that be an

ongoing yearly amount. >> i don't believe so i'll have the cfo talk about that. >> good afternoon as part of the budget request it's for equipment to replace the aging federate to - fleet. >> i want to get back to the hiring question i know that supervisor breed talked about. >> the hiring pathway to know that the firefighter jobs are good for our local residents. chief is there any outreach you do in the schools especially in low income communities >> in addition to our program that is for adults a lot of

times we have the adults bring their children 11 and up but that's great one of the things that the programs done through volunteer of our active firefighters that support a program we've developed in 2006 led by a firefighter that was handed off to and to dwayne so we have the ability to go into schools and part of the ucsf curriculum but now on the principle last year, we had 58 schools that he provided the curriculum we're trying to basic talk about the fire safety but what a firefighter does it a mini recruitment piece but your

best recruitment is our members when i was growing up i didn't see people like me been but today at 4 o'clock i'm going to be talking about firefighters. so someone getting up front of the of a class talking about firefighters put the seeds out there. we have 96 hundred ask the and in addition to inspiring them we teach it a lot of those kids they'll go home and their parents be don't speak english so t they talk about how to, you know, dominion first aid so we see the program is really,

really valuable. i myself try to go to as many events as i can to talk about the fire department >> hopeful that aggressive outreach in the community mr. will help us address the 33 percent. i know that we have to do a lot more to talk about the community as firefighters. i know that chief suhr gave numbers of the civilianization as a strategy and that was recommended at times by the budget analyst and other accountability recommendations addressing the overtime that's different from the police and other suggestions that were made previously but as we go forward towards the budget i want to know what you're done to address the recommendations upper given

i think some for the budget analyst folks brought up issues i don't know how relevant but how to addressing the budget accountability issues that would be of interest to me as we move forward >> okay. colleagues any questions or comments at this time. >> okay chief and mark thanks for being here. open this up for public comment on item 2? >> chief i assume you don't want to comment. >> seeing none, public comment is closed. okay. colleagues can i have a motion to file item 2? we'll take that without objection. mr. clerk call item 3 >> item 3 ordinance

appropriating $1 million plus to overcome and deappropriating 1 hundred million plus the evaluating of approximately 1 million in salaries and 1 million plus in fringe benefits in fire department operating budget for the overtime and in fiscal year 2013-2014. >> chief thanks. >> thank you. this item before you i believe there's a recommendation made by the budget analyst to reduce the appropriation and resulting in the run of 60 thousand plus to the airport balance we'll concur with that and basically like the city when we had a staffing

shorthand did airport was experiencing the same thing so when i talked about the last time of ramping up with the new members retiring that 52 extra bodies we can send more people down to the the airport and the airport understands we feel this is necessary to meeting meet our anytime staffing and probably in the next 4 to 6 weeks we'll send for firefighters with the additional staffing once the class graduates may 9. it's a 5 year commitment we'll ask for your favorable vote ton o on this

>> thank you, very much chief. colleagues questions or comments. mr. rose >> on the bottom of page 3 of our report we state in table 2 and this is a on page 3 the controller as projected a fiscal year 2013-2014 projected overcame quest of one million dollars plus and as the chief stated that's 6734 less than the fire department appropriation. so therefore on pipeline 4 we recommend you amend this to amend it by 6724 to one million plus. resulting in return the 60 thousand plus to the airport balance and recommend you approve the ordinance as amended

>> thank you, mr. rose. >> see if any recommendations. >> colleagues, any questions. open this up for public comment is there any public comment on item 3 seeing none, public comment is closed. >> we have an amendment suggested by your analyst we'll take that without objection.. and the underlying item 3 to send this to the full board. we have a motion and second workman's compensation >> mr. clerk call item 4. >> i just want to note that the budget and finance comple committee it will appear on the agenda on the next meeting. item 4 hearing to receive an update on the finance

departments budget >> welcome mr. ginsburg. >> good afternoon. i want to thank my director katie and tony and jessica the budget analyst for their help and oversight on the budget we're rising up to it katie. this is a general looked at the departments operating budget for 2013-2014. our operating budget is one hundred and $38 million and so it's important to remember that the departments capital budget varies from year to year wherever when the bonds are issued and other one time

sources so we see fluctuation in our capital program like the bond caption that was passed by the voters in 2012. here's a look at our two year budget okay or outlook our budget challenge was healthyier in past years at the one $.4 million and that comes from 3 fundamental sources this coming year 2013-2014 our base budget reduction affordability are target was $600,000. we'll go through the capital budget as earned revenue we make assumptions and are intelligent about making the corrections to our revenue budget you'll see

revenue corrections this year that amount to 6 hundred and some of it was for the civic center garage parking that was lower than expected. because of the rim fire we didn't have a strawberry festive and had other things that's the biggest thing. we have non-salary cost increases from the ordinance we're responsible for funding the staff through the pg a tour and those are some of the increased costs. so on the revenue side maybe a slight over simple indication but 3 primary source of revenue

our general fund subsidy and our open space fund which which is 2 and a half cents of every $100 of property tax. 2 1/2 cents of property tax revenue the biggest piece of the revenue is the dollars we've earned and fees from the amenity and special events and rental birth rentals, etc. >> this is a snapshot i this what's the two categories. >> you'll see that coming up. supervisor wiener >> that was one of my questions i have to say i hate this slide.

i think it's absolutely absorb that our higher park system that the earned revenue is a higher percentage of the fund. i think we have systematically hurt the departments position where you have to rely moroni earned reviewing revenue to meet the rec and park they don't generate their own position it has lead he do to a lot of tension around the need of the departments to generate revenue in order to provide for the investing park services it also, you know, we see it over and over again, when people having events in parks or all sorts of fees are gone up or

participating in athletes activities the department is put in a position you're forced to rely more and more and you've done the best you can do under the circumstances because the other thing is to layoff people and shut things down it's a bad model. in addition to looking at the trend i think it is important to look at what other cities are doing maybe that the trend of the financing the local governments but i know it's a important thing. i'm happy to commit on that a little bit. so you raised a couple of points worth noting. first of all, i don't disagree our parks and open space deserve

more general funds i think their vital to the quality of life and the public safety of san franciscans you all the elected politicians get the choices and the trade off conversations you need to where else with you're not going thirty to hear a disagreement from the rec and park. about 2/3rd's of the budgets comes from our general fund subsidy that's actually putting aside some the philosophical issues it's in larger parks systems around the country. i think we've done a good job and thank you for noting it supervisor at the preserving programs and services through the use of earned revenue we're

coming off difficult budget years and frankly all of you have made certain policy choices where to direct our funding. our responsibility has been to make sure that we can moot the public's demand frankly increased demand for public services with less general funds supporting. taking a quick look at where our resources go. the department devotes half of our budget to maintaining the parks the custody kiss to do and the rec pools and the maintenance of all our facilities we spend about 24 percent of our budget on recreation and 12 percent for

the type of activities we have over half of our budget for mischievous that's low for human resources and purposing and property management and all the back office infrastructure hates required to basically run $140 million business. only 3 percent of our budget supports park safety and we have investment in the marina harbor. nearly 3 thirds of our budget support the staff and the next funds the services of other departments that includes our light, heat, and power and water and our city attorney costs and telephones and fuel and vehicle repairs that's about 14 percent

of budget. we spend 5 percent this is a challenge we need to figure out strategies for equipment. and we had a little bit of investment for our structural staff in this budget i'll talk about later. 4 percent on garbage and software licensing and we spend money on debt service and facility maintenance and obviously citywide overhead. you asked about trends. you can see here and frankly, we're actually very proud of that slide. this is how we have managed not only to preserve keep our parks open at the present time, when ooblths were closing their parks

not just getting out of the public business bilateral. you can see through the partnerships and a deliberate policy to subsidize costs in government services there are been a bad problem we've had increased costs over time. we have closed the gap in revenue. and again i don't think we're out of whack with the major jurisdictions but the city councils and chambers like this one all over the country elected officials like supervisor wiener and the head of the departments are saying yes, we don't want to see more public investment in our realm but we're not prepared to start the programming at that time when we need this

>> mr. ginsburg can you give a flavor for was it complies. >> it's big and small things. big things candle stick is a big part of our revenue and things like the lands music festive that's 20 to 25 steps that event has grown and negotiating things for the program. program fees i want to point out that an issue we - i don't know we've been before you with the exception of a policy issue that was highly contested regarding non-revenue fees at the park i don't think we've been pr before

you with that. we've been a little bit more professional and consistent about collecting fees when people have permitted the spaces and doing what's expected of you us. more people are using are our parks. the program like yesterday, i was at a presentation we've seen a 37 percent increase in the program registration. to that's happening when we've increased our scholarship program. so we've come up with a model we think we're the rendition provider in the city and getting a lot of people utilizing that and when people can't afford to pay we have the scholarship

there >> supervisor wiener. >> when you mentioned before that the 1/3rd above that it was one of the best practices is that best practices meaning it similar to what other departments are doing around the country for the parks in our country funding them or best practices doyle ideally. >> it's not the best practice per say but with parks department in big cities that are struggling with general fund or taxpayer support of our public realms. so i think if you look at the chicago or boston or philadelphia or second amendment, portland any of the big cities we're very much within the realm of maybe

calling it the new normal of earned revenue. should earned revenue be part of our budget yes. we want the special events in our parks. listen we'll happily be in the business of offering free recreation there's more value when there's a fee associated with that but, you know, it's limited revenues we would inclusive as much program as possible we make choices. permit fees are important it insures a certain level of responsibility when we allow entities to user parks. so we have not - i want to go

back and is i think public space, public recreation is fundamentally important to a lot of other essential services. we're a public safety solution when we've got kids active we're contributing to coping our city save we've got people in our recreational programming we're keeping our city healthy we're contributing to other essential serves that get loss in what people consider to be part of the recreation department. i think we're a good investment. and more investment in

recreational programming can result in fewer back end dollars from our criminal justice system so more funds would be a good investment >> in terms of safety i know it's been an ongoing discussion around the advantageism we know there are public safety challenges and the park patrol there maybe if we're lucky we have three or four park officers on doubt at one time and when you look at other cities we're definitely low and it seems like the cities that have lower staffing are focused on one type

of park or local law enforcement is actively involved in the parks. i think you saw and i told you i was going to do this i suggested to the mayor, we double the size of our park patrol which i think it is 2 and a half million dollars investment. i'm wondering what thoughts you have for improving park safety and park patrol i see two additional park patrol officers i know you're under constraints but could you commit >> sure i think you'll see a couple of slides ahead that frankly because of the success in the revenue category bucket of our budget we're for the

first time talking to the mayor's office and putting more strategic revenues back into the park but with the stakeholder where do we make those strategic investments when we have an opportunity to do that. essentially we came up with 4 investments strategies that's park safety the first and active living keeping of our citizenry healthy and active and customer service. we have 25 with respect to park safety and 25 ftes. we run a high attrition rate that's a public safety and while the park patrol positions don't