broad study at the cal train yard at fourth and cane, the alignment of high speed rail and how the land use and transportation efforts can come together and you have probably heard this that the permit and tracking system is finally on schedule to be -- to go live in september and we're very pleased that long last that system will be in place and greatly help our ability to track projects to keep track of our work and allow much more robust access for the public to see how we're doing on development so moving on to case and permit volume trends. we are continuing to experience unprecedented volume growth both in terms and various planning cases. we have seen this growth over four years and case volume is projected to double with the year to year growth. by increasing more than 1100 permits and cases in the current

fiscal year compared to year over year growth of 500 or less permits in prior years so we're seeing more than double the normal pace. we have seen significant growth in many applications including environmental applications, building permits and unusual number of projects that are alterations to existing buildings and because of that since so much of the building stock is old it increases the need for us to look at historic nature of our buildings to allow those projects to go forward. this graph shows the volume trends over the last 14 years and you can see the line actually represents the percent change from year to year. we think we will continue seeing strong development activity through the remainder of this year and into the next two years actually. we are expecting overall planning case a permit volumes -- we are being

conservative in our projections. i don't want to over project but we're projecting 2% increase next year and 1% in the following fiscal year but that is substantially less than what we experienced in the lasted two years. again we're being kind of conservative in our projections and i believe that is consistent with the department of building inspection is projecting as well, so on the revenue side of our budget we are anticipating two increase by 27% from this year's budget but some of that is one time increase. some of it is related to growth and permit and planning cases which is 2%. the cpi adjustment is 2.4% which is automatic fee adjustment for us. the biggest reason for the one time growth in this year's budget you approved eight positions but left unfunded and with the notion that if we see this growth we would fund it in the

current year so we are seeking those positions are funded for two and a half years out a project line you created last year and the growth is unprecedented for us so we want to move ahead and fill those positions. in the following year we are anticipating a decrease of 6% from the budget where we are projecting the growth of permits in cases at 1% and cpa at 2.48 and the one time loss of that appropriation. on the expenditure side of course most are salary and fringe, about 65% of the budget. our budget proposes the addition of 10 and a half f.t.e.s next year and 14 in 15-16 want. our anticipated to increase a bit due to a number of contracts. a grant from the mtc will fund

the consultant contract for the cal train and study and various it related licenses such for the pp ts system will go ahead and the one time funding for the unfunded positions actually is in the project line on this chart and that of course goes away in fiscal year 15-16. and finally just looking at the position changes by type of project by initiative we see three next year, and four into 15-16 directly related to reducing backlog and from condominium conversions and environmental applications. about the same number of positions on long range projects largely funded through grants, the rail study, the waterfront studies, looking at public sites in the city, looking at the civic center public realm. we continue to see a backlog in code enforcement that we are slow --

slowly trying to address and we're looking at support services for the department to support the increasing staff. we're looking at a position to support the mayor's housing policy initiative that we can have a full time position devoted to housing initiatives and projects. we are looking for additional support on the communications side because our public outreach needs have gone up substantially over the last years and we're looking at monitoring and reporting position to follow up on not only all of the monitoring that is required because of project approvals and conditions of approval but also the department is legally required to enforce all of the development agreements that the city has, and the number of those agreements is just increasing exponentially with all of the very large projects in the planning stages so we're looking for a position to help us there.

just a couple of other notes. you called the fee legislation. we are proposing to eliminate four small fees in the budget. we can go over those but we are recommending that that produce little revenue for us. we have been working with the budget analyst on the budget. we're working to come to agreement. we will continue to do so over the next week. i am concerned about making sure that we have the staff positions to cover the backlog that we have. we are as i said the volume is unprecedented and it's important to staff up while we have the revenue in order to cover the positions and move forward so with that i will close and happy to take any questions. thank you. >> supervisor wiener. >> thank you mr. chairman. thank you for the presentation. i know that the budget analyst is recommending elimination of i think around four positions

that the department that are included in the department's budget. i have concerns about eliminating those positions because the department is just overwhelmed at this point and we see it all the time in terms of calls from constituent and working with the department. i think it's taking a minimum of four, five, six months even to assign an environmental review officer to a project. that doesn't mean any work has happened but just to get an assignment so i want to make sure that we have the capacity and we know that with the planning department it's just the nature of the world the big mega projects have ways of getting service and there's obviously a focus on the big projects. they're delivering new housing and commercial space, et cetera and it ends up being the small property owners, the homeowners that get the short end of the stick and they

don't have lobbyist and consultants helping them and trying to get through the department and i don't know i would like you to address what the budget analyst is proposing to cut and what the need is for that. i don't know if it makes sense let the budget analyst talk first and respond to that but i am interested? that discussion. >> why don't we do that mr. rose. >> sure mr. chairman and members of the committee. we will work with the department in this week and come back so these are not our final recommendations. i will state on page 38 of the report and it's a 1310 public relations assistant. we are recommending disapproval of that and probably not change our position on that position. mr. chairman, supervisor, the fee

legislation item three -- should i comment on that on page 36 of our report? the director did comment on that i believe. did you want me to comment on that? >> yes please. >> that's item three file 140503 and based on the feed ode and projected revenues will decline by 337 and proposed legislation to be a policy matter for the board of supervisors because it eliminates existing fees and of course the associated revenue. our recommendations which i have stated. we are still working with the department on page 37. our recommended reductions total 546562 in 14-15 and on going savings reductions would allow increase of over $8 million or 27% in the department for the

budget and 596412 reductions in 14-15 and ongoing savings and again we will report back to the committee next week and supervisor wiener i can go over anything else specifically at this time. >> absolutely. i think i am glad you continued to talk. i think the other three positions are actual public service kind of positions in terms of the department doing its job. in terms of the public relations position i understand from the department that is an existing position, a temp position now. >> that's correct. >> that they're proposing to make permanent. we need more information about that. i know do that we -- in terms of public relations aspect -- i know this is always a target go after. we actually put tremendous -- i don't want to call them burdens because it's important. tremendous work on the department in terms of doing outreach, being at community

meetings, working with community groups. this is land use and at the heart of some of the political wars that go on in the city neighborhood by neighborhood and i don't want to assume because it's a "public relations officer" it's a problem because when the department is not able to do appropriate robust community outreach it causes a lot of problems down the road. it blows up in our face politically and creates more work for the department, so i am sure this week they can tell us what the need is. maybe i think it would be helpful for the community to hear for each of the positions what they are and why they're important briefly. >> sure. and i think you hit the nail on the head on the public relations position. i thought that title was awkward. it's about community outreach and it's about social media which we are pushed into in a

big way, organizing for community events and about external communications and this is the language access liaison so there's a number of functions -- >> if i might interrupt you and in terms of outreach and the social media, et cetera. if i had a dime for every time we do a project large or small where the planning department is always involved and at the end of it you have people coming forward -- even during construction. we are seeing this on castro street now. i didn't know about it. no one told me about it. i never heard about it and obviously you can never ensure -- there are always some people that say that but the more that we can cross the t's and cross the i's and good social media and outreach and good work with the press to make sure that the press is covering these projects i think it really helps us down the road so i'm sorry i interrupted you. >> that's fine. you're making

my case for me. i appreciate that. the other positions are planner two in code enforcement and again code enforcement we have a small staff. we are constantly asked by you and others to address the code enforcement issues. we are trying to beef that staff up over the couple of years and the other is planner three in preservation and another area we have a backlog and as i mentioned earlier we are seeing increase in building permit alterations and since the city's building stock is so old many of these are alterations to existing buildings more than 50 years old and under ceqa we have to look at that and there say planner technician and half f.t.e. in question now and a position partiallyad min support and partially doing planning work for us, again in a support role for the planners in the

department. those are the positions that we are in discussions this week with the budget analyst. >> thank you director and i just want to echo what supervisor wiener said. i think we had email and phone conversations about projects -- certainly in my district that take a long time to get reviewed and it's frustrating and especially for projects the community wants. all right colleagues any further comments or questions? all right. we will see you next wednesday. >> thank you. >> so up next -- is the law library here? oh there you are.

sfgtv if we could go to the overhead projector. great. >> thank you. good afternoon supervisors. marsha bell from the law library. i have a very brief presentation. i have given you some hand out materials. they address our mission and highlights of our services, and rather than go through them at this time i thought i would focus on the budget. our budget is essentially nearly the same. there are no changes in position numbers. there are no new projects. there are no additional service from other departments. the increase is basically attributable to the services of other departments such as real estate and dt and

risk management as well as salary and mandatory fringe. i am happy to answer any questions that you may have. >> colleagues any questions? okay. and we don't have a budget analyst report so short but brief. thank you. unless there is anything else to add? no. that's fine and i assume that we're excused next week? >> yes. >> okay. thank you very much. >> okay thank you. up next we have the fire department. as

we're getting ready for members of the public we're going to break at 1:00 o'clock to 130 for a lunch break today. >> mr. chair good morning, supervisors. i am from the fire department representing chief hayes white. i believe she touched base with you and in washington d.c. for the nstb

hearings on the asiana crash and she will be here next week for the hearing. allow me to give a brief overview of our budget and any updates from the last time we presented in april. first off to our major operational changes. the first one is station four new opening want i know chief of police mentioned that and it's a new station for the fire department and nine additional f.t.e.s on for the day scheduled to open in november. in addition we have three positions in the bureau of fire prevention to handle plan review and code work due to the construction climate in the city. our demand for services have increased quite a bit so we need to assign additional personnel to the bureau and recovered by revenues of course. in our april presentation there

were projects we proposed to the mayor's office that didn't get funded. one of those is a request to increase staffing levels with the argon unit. we have a -- the arson unit responds to working fires and suspicious fires and works with the police and the district attorney. due to budget reductions we had to reduce staffing there from one investigator -- from two investigators to one per day and caused work load and safety issues over at the bureau and it's a priority for the department and we will continue working with the mayor's office on that and secondly there was a planning and recruitment, two separate positions. the planning position was not funded nor was the recruitment position. however we received allocation for outreach and recruitment position and we will work with them on the responsibilities and roles of that position. the other large budget change for the department

pertains to ems division. in february in our submission to the mayor's office the department requested approximately $10 million to supplemental the division. this included requests if for 42 additional personnel as well as equipment for ambulances and medical supplies and the goal of the funding was to bring the department and the city in line with the state's mandates with eoa. we worked closely with the mayor's office during the budget cycle and allocated to fire 16 additional f.t.e.s as well as some ambulances. there was a budget analyst report on the ems for the system heard last week and the recommendation was hiring additional 16 personnel. while we don't feel that will resolve all of the issues currently with the ambulance system we are committed to working with the mayor's office and work group with the fire department, mayor, controller as well as the medical director to

iron out the complex issues of. there are many issues currently with the ambulance system. as a whole there isn't sufficient resources private and both fire department to handle the current call volume. over the past five years we seen the medical call volume increase 25%. walking around you will see additional personnel and people -- the city is busier in general and that is reflected in the call volume. in addition to the demands of market share there are issues with response time and allocation of private resources and the hours and scheduling for those units as well as just general availability of resources in the system so the goal of the work group is a collaborative effort to identify all of the issues and move forward with resolving them. i will touch briefly on the department's it and capital equipment projects. the hardware we have on our

apparatus and used by first responders and it perspective is out date dated so we were allocated for a couple of projects for the replacement of the mobile data terminals on the apparatus as well as some of the modems on vehicles as well as for communications and wireless communications. it's not just an issue of replacing the hardware but as you can imagine technology made leaps and bounds since we installed this equipment so the capabilities available to first responders have increased dramatically so we're looking to take advantage of though. as far as equipment we were allocated 2.5 million dollars for the purchase of the fire boat which was before you in april and in addition to that in the 14-15 budget allocation for five additional ambulances. in the second year we got two

fire trucks and two ambulances. most of our capital work is being done through the easter program and the 2010 bond and the 2014 bond. we will continue to move forward with those projects over the two year budget cycle. in addition we were allocated $2.6 million in 14-15 the majority to relocate members out of treasure island. we had issues with the condition of the facility. it was no longer inhabible so we moved those members to the training facility. it's not necessarily a sustainable solution and they're living in classrooms so working with capital we reallocated funding for modular housing on the island and 15-16 we have been allocated 2.5 million dollars for renewal and maintenance projects. with that

i would like to thank the mayor's budget office for the work over this process and the committee and capital planning committee and the controller's office and as far as the budget analyst is concerned we are working with them and continue over the next week. i would like to thank them. we had quite a bit of work with them over the last year with hearings and audits and appreciate the continued cooperation. we are happy to answer questions and i have staff to assist as well. >> thank you. any questions before we go to our budget analyst? supervisor breed. >> yes. thank you for your presentation. i know there had been a request for i think roughly 10, $11 million for ems and in this budget year there is anticipated to be an additional 3 million or so for ems services, and i'm trying to understand where that number is coming from, what the break down is in terms of staff? where is

the data coming to support that request? because the only thing we have is the budget and budget analyst report for ems and supports the increase in this year's proposed budget so do you have any information about that that we can use to be better informed about why there is additional money needed for ems? >> absolutely. we submitted a request to the mayor's office as part of the proposed budget for $10 million for ems division and included 42 additional paramedics in the ambulance tier as well as supervision over at station 49 and the ambulance depot so a big chunk of personnel and in addition to that we requested additional funding for ambulances and medical splice et cetera. we worked with the mayor's office over the budget process and were allocated $3 million of the $10 million accounting for 16

new ambulance tier personnel instead of the 42 as well as the restoring of section chief in operations for ems, and the allocation of three additional ambulances for the department. that is what the agreement has been with the mayor's office and we will continue to work over the year in the work room structure to further outline the needs of the system. that's not to say at this time next year we won't be requesting additional resources because of the work group but that is the goal of the work group. the audit focused more on the market share perspective of the ambulance system, but in addition to that there's also response times. there's ambulance availability. there's complex issues that would tend -- that fall into that resources question so they're worked out over the year in the work group. >> i guess that is what i am asking to understand the ask because the ask is being made

and the data accompanying the ask is not there. from the budget analyst perspective i understand how they developed the mechanism that they used to determine what is needed in order to get to that point. it may not be as sophisticated as the fire department's ability to analyze data but i'm not seeing where the specific ask is coming from in terms of additional staff and personnel? how does that relate to how we get to 80% of the eoa? where is the data? i am looking for the data and i am hoping to include in a request of that level of information that helps me tond based on numbers this is how we get there, this is the projection, this is what it means and looks like in terms of

charts and data so i can be a advocate for this request? >> absolutely. when i return to the office today i will have it sent over. we provided that information with the discussion with the mayor's office and since we had the agreement with the work group structure and the initial request of 16 personnel we didn't provide it to any of the documentation going forward but i am happy to provide that. we did complex analysis with regards to response and the ambulance system, what different levels of resources added to the system would do. there is a lot unknown with scheduling and those issues that are worked with dem and the local esa and i am happy to do that. >> okay. i have another question about the arson department. i noticed that there's additional money needed for arson investigators for the department. do you have that level of information similar to

what you have for the ems request? >> absolutely. just to give you background on this back in 2009 due to reductions in the budget we -- not eliminated out of the budget but defunded positions at the bureau of fire investigation arson unit decreasing the staff from 11 down to four investigators which is what we currently have with the addition of overtime we are able to fill one investigator on duty 24 hours per day so what the department is requesting and i will send it in the email to your office we with requesting three investigators as well as additional overtime and that would allow for the department to staff two investigators per day. there are work load and safety issues with having one so that reduction was made during the extreme budget times years ago but it's not necessarily a sustainable cut so the

department requested through the mayor's office to refund that position. >> but the request was denied. >> correct. >> so so you weren't able to make the case why this was extremely important to the department? >> correct. we advocated and provided data to that extent but at the end of the day it wasn't funded in the mayor's office budget. >> and that is the request for additional staff that includes benefits and overtime. >> it doesn't include the overtime. it includes the three additional personnel and overtime and salaries and benefits. >> so can you give the break down and why this is a significant component to the department? >> absolutely. >> colleagues i know there are some challenges. you know i'm a former commissioner for the department and this particular department needs additional support and so i am hoping that this information that's provided