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 to us would give you a clear understanding why we need to make changes to the fire department's budget in order to potentially include a request that could help in that regard. it's a very important department. it's not funded at appropriate levels, but i think we need to do something about

that particular issue, and so i am hoping that we can get that information sooner than later. >> absolutely. this afternoon. >> okay. thank you. >> supervisor mar. >> yes. thank you for the presentation and i really appreciate chief hayes white letting know early she had the obligations in dc as well. i wanted to just ask about overtime. i know the chief of police sure give us the charts and making efforts to reduce overtime. i don't see that in this presentation. i know we had good data last year from you on the impact on the academy class and the stabilization -- increasing of your force, but i am just wondering are we seeing continued progress in reducing over time expenditures, or is your industry so different that it's different and that's not possible within the fire department? >> it's absolutely possible and we have been making great

strides. i would like to thank the mayor's office in regard to the public safety hiring plan. the fire service is a little different from the police department in regards to staffing and the use of overtime. we use it to meet minimum staffing levels and due to the fact it's more efficient from a fiscal perspective and operational perspective to some extent we have been using that over the last few years. the way we can reduce overtime bring on additional personnel net of people leaving for retirements so we have seen retirements slow down and averaging and projecting over the cycle 30 a year as far as retirements and bringing on 48 additional new hires, so this current year we've had two academy classes. we brought in approximately 80 personnel over the course during the two and lost approximately 30 so there is a net increase to our staffing levels and that is reflected partly in the budget

request. we are proposing a reduction of overtime of $1.8 million. if staffing was constant that would actually be a larger number but due to the fact that station four is coming on line in the fall we anticipate greater demands with staffing. >> supervisor avalos. >> thank you. just a question through the chair to my colleague supervisor breed i am wondering what allocation you're looking for the fire department? >> supervisor avalos through the chair i think it would demand on the information that's provided to us by the department. i do know that there's an $800,000 request in total, so it would really depend on the information that they provide to us to support that request, so it's a significant request. i do know there are deficiencies in that area of the department so i'm not proposing

that we fund it at any particular level at this time and the information will give us a better understanding what we need to do as a board. >> thank you. generally the big diameters are set by the mayor's office. traditionally there hasn't been a major allocation that came from the board of supervisors for the major departments. i know we made an increased allocation for the police department for academy class in year 2011 i believe, but generally the work in this committee has been trying to make sure that fire department becomes more efficient in its work, and i realize that they're struggling with that issue. we've actually reduced overtime for the department last year, attempt to do that and there was a difficult push it to not do that in the department but it's important to put some

constraints and having a cap on the budget for the fire department and live within the means that we give them, and the budget that's come from the fire department from the mayor's office i think should be sufficient for the fire department to live within their means and i am not supportive of additional funds for the department but thank you for sharing that. >> supervisor wiener. >> thank you mr. chairman. i am of similar find on the arson investigator issue as supervisor breed. from what i have been able to tell seems like there is a real problem with under staffing this unit of the department. i know we will get more information and i'm supportive of trying to address the department's arson unit challenges through our board budget process. i will say i appreciate supervisor avalos' comments. i guess i have a different perspective. i think that this board has the power

to and should exercise our charter powers and responsibilities in terms of the budgeting for departments, and supervisor avalos is correct. we have made a significant move in 2011 when this budget committee we put for the first time in five or six years after this building committed significant [inaudible] around the police department for years by not funding academy classes it was the board of supervisors that put a class in 2011. that's $4 million. that was very significant. and by doing that we worked with the mayor and then expand the classes to three a year and achieved consensus about that. we also have helped other departments, whether it's last year we were able to help public works expand its cleaning capacity and landscaping capacity. we did a significant add back to rec and park for clubhouses and pools and so forth in our district, so i

think we -- i don't even know the mayor has a lot of the cards with the way the budget process is structured. i think the board should play a proactive role with the departments and not limiting ourselves to nonprofit contract add backs which we all support, supporting that sector. in terms of this specific issue, yes, we have all wanted the fire department to be efficient. we know that the fire department is beginning to address overtime by having fire academy classes, but this is a very specific thing in terms of the arson units and i think there is merit to what the department is asking for. >> supervisor breed. >> thank you. and i appreciate the feedback on this particular issue, and i think one of the frustrations i had during the time i served as a fire commissioner was the overtime

budget, and after going through the budget and going through the process with the department and understanding mandatory staffing limits and other things that exist in the department that doesn't exist in other departments i understood why we were at that place as well as the fact that i think within a 10 year period we hadn't had any academy classes so in one year in particular as 90 people retired and all of the institution knowledge was walking out the door. meanwhile we didn't have anyone coming in to replace those individuals and during bad budget times there were cuts made to areas of the department that were sacrificed and i think this is a really good time to look at a particular unit in the department. no, it's not set in stone what that could be but i think it's important to take it under serious consideration because there has been challenges in the past with the department in terms of

obtaining information, and really the current arson unit feeling over worked and over burdened with the responsibility, and the other thing i wanted to mention besides the desire to see support with that particular unit is my desire to see a strategic plan done in the fire department, a strategic plan that helps us to look at where the department is going and what the needs are of the department. how do we quantify the fact that we have a large number of retirees, but we also have a large number now of new academy classes, so we expect to increase the numbers of fire department staff, but what does that look like and what do we need to do moving forward years to come with the various departments so that we are prepared with full staffing levels in the fire department

in general? so i would like us to take that approach. i'm not here of course to micro manage the department, but i want to be supportive of making it an even better department than it currently is and includes we're not just arbitrarily distributing money to various layers of the department but understand why it's necessary to do so, so i appreciate the feedback. >> mr. rose why don't we go to your report please. >> mr. chairman and members of the committee on page 45 of our report our recommended reduction to the proposed budget are listed for 14-15 and we have ongoing savings and we have one time savings and reductions would allow a reduction of 2.9% in the fiscal year budget. our

recommended reduction to processed total is listed for 15-16. of that amount -- all of the 906518 is on going savings and the reduced are listed and.3% less than the mayor's office proposed budget. we are working with the department and will report back next week on the recommendations. >> thank you mr. rose. any further questions to mr. rose and the fire department? okay. thank you. we will see you next wednesday. let's get dm through before we break for lunch here.

>> chair farrell, members of the budget and finance committee thank you for squeezing us in before the lunch break. i am the director of emergency management. as you know the departme emergency -- as you know the department of emergency management -- could you have the projector turned on? thank you. our mission is lead the city is communication and preparedness and for emergencies and events and major disasters. we are the link between the public and first responders and provides key coordination and leadership to city departments, stakeholders, residents and

visitors. we're comprised of three operating divisions, the division of emergency communications which is 911, division of emergency services and ourad min division. in addition to that we also are the fiscal agency for all the homeland security funding that comes into the bay area region and that is [inaudible] groupy shown on this slide. i thought since our total budget request for 14-15 and 15-16 is very similar, 76.31 for 14-15 and $77 million for 15-16 they would show you this slide where i show you by division the funding sources, so the largest allocation of our funding is tied to our division of emergency communications which is our 911 operations. all 28.85 million for dec is funded

using general fund. division of emergency services is a little over $6 million budget, but only 27% of that comeses from the general fund. approximately 11% is made up of ems revenues and work order recovery from dph. the remaining part of the budget is tied to homeland security allocations. our admin and support division is dependent on general fund support at 99%. with the wasi san francisco serves as the fiscal agency for the 'm land security grand funds 100% funded there. i think it's important to note that we serve as the regional partner. much of this money goes out to the bay area region, but in addition to funding the staff at wasi and

regional partners other departments get funding for personnel and for projects through this funding so it benefits us, not just my department but many departments in the city. we have a number of major initiatives in this year's budget. we are very excited. there are three critical information technology projects. the first is the public safety radio project. this is a very significant project for us. it is looking to replace the 800 meg herltz radio system end of life 14 years old. we are very pleased that koit and the mayor's office and our fellow department supported this request. in this budget we are looking at 1.4 million to continue project staffing and 1.5 million in the next two years to purchase portable radios for police, fire

and sheriff's departments. the next project is the 911 phone system project. most of the funding comes from the state. 2.9 million dollars from state fees. $350,000 is allocated through the city's coit process for the 911 phone system replacement which is also antiquated and the last piece of this is the digital logging recorder system. $374,000 in fiscal year 15-16 is being funded to replace our current system. the approved capital projects for us in the next two years include 2.5 million for radio site improvements as part of the public safety radio project. 2.3 million to harden our critical infrastructure and $318,000 for facility repairs and replacement. we have some new positions for this next year. thank you very much for looking at our public safety

communications dispatchers as police and fire have academy classes dem has not. we have not kept up but this year we had a class in the current year and scheduled to have an academy class in the coming year as well and we are thankful for that. we request new personnel analyst as part of our program. the objective is provide a structured opportunity for selected personnel analyst to gain exposure and competency by working in other departments, so we have an hr analyst in departments with an overall understanding of the city's policies and practices and knows how to implement them in real life. i want to thank the mayor's budget staff. kate howard has been fantastic this

year. thank you. julia -- sorry, chris semi. thank you for your hard work. it's been wonderful working with you. the controller's office is always wonderful to work with as well and mr. rose julia nagle has been great to work with and we appreciate the support from the city family. i am happy to answer any questions. at this point we have not come to conclusion with the budget analyst. however, we are getting close and i believe i am hopeful by next week we will have come to some sort of agreement that -- yeah, we will come to an agreement by next week. >> okay. thank you. supervisor mar. >> yeah thank you. i wanted to thank you for the presentation of the i know last year you talked about overtime mments and i am just wondering i think you were trying to stay within your

budget and i am just wondering on the progress on managing overtime within your department? >> it's a huge issue for us. i'm going to ask my cfo to address that because we're still struggling with that. >> supervisors i am with the department of emergency management. supervisor mar through the chair the overtime issues ties to minimum staffing. we did a supplemental and tied to one time expenses because the timing of our cad system we implemented a new system and cut over in may so that was a primary reason we're needing the supplemental for this year. overall it's really for us trying to hire new staff but at the same time increase the availability of staff and the control's report identified issues for the department and we're still trying to grapple with those matters. >> okay. thank you very much. >>i would like to add that the controller's office report was

helpful to us and i was able to hire a new deputy director for 911. i will bring him next week. he is out of town but he is wonderful to work with and i think we will get this under control next year. >> okay. colleagues any further questions? okay mr. rose. >> yes mr. chairman, members of the committee on page 53 of our report our recommended reductions to the proposed budget total 582,536 and we have on going savings. and we have one time savings. these reductions would allow increase of 6,234,484 or 9% in the departments of 14-15 budget. the reductions recommend 174,801 in 15-16 and we have on going

savings and we have one time savings. these would allow an increase of nine /10 of a percent in the budget and as the director stated we are working with the department and will report back next week. >> okay. thank you mr. rose. colleagues any questions? okay. thanks we will see you next wednesday. >> thank you very much. >> thank you everyone. we will go into recess until 145. we will see you then. [gavel] >> we're at our regularly scheduled meeting for wednesday, june 18, 2014. we are in the middle of hearing items 1 and 2 for the

2014, 15, 16 budget. we'll pick it up. up next is our public offender and we have mr. adachi here and we'll get moving. >> we're joined by supervise reed as well. >> good afternoon. >> the defender office is mandated to provide legal

reputation to anyone who is arrested in san francisco for a miss demeanor or felony crime and we represent those in the juvenile and the health courts and in san francisco we have now almost ten speciality courts where we provide legal reputations. we served 23 client in the last year and here you see a break down of the clients who we represent, ten percent are non engish speaking and five percent are undocumented. 15 percent are severely mentally ill, just in the criminal system, and as you're aware, supervisor farrell, we've had this discussion and we represent thousands of individuals in the mental health system and most are below the poverty level. as you see here,

african americans and latinos are disproportionately represented. we started a region in our office and we're working with the university of pennsylvania law school to exam statistics relating to arrest, bail, plea bargaining and sentence nothing the system and expect we'll be able to have a greater impact on these numbers in the next -- in the year and years ahead. this is a summary of our budget, and fte's. as you can see, for the most part, our fde and budget have remained flat comparing last year to this year, the difference between those -- our budget and numbers are $500,000 is due to negotiations by the

city over labor contracts. the fde's, from 157 to 158 as i mentioned later are due to two positions that will be used to fund our legal education advocacy program. we measure the quality of our work through the work load. you can see, this is our felony in miss demeanor case load. we handle 10,000 case loads and 6,000 miss demeanor cases and you'll see our annual case load in all categories is beyond that, which is represented by the american bar association national association's standard and you'll see we use case waiting which measures the cases and work hours done by each attorney. the work hours for an attorney is

61 hours and for miss demeanor, it was 16 hours a week. the case load exceeded that provided by the american bar association and clearly the work. i should note that our attorneys are paid by salary, so they're not paid by the hour and we don't pay any of our staff overtime. our investigators, here we had over 2300 investigation requests. one thing i'm happy to report is that it took us nearly a year to hire three investigators. the mayor's budget office took time to approve our recreation and we had to go through base testing and it took us nine to ten months to reinvestigate it. we're up to staff and so our ratio is 1-5 which is close to what it should be.

our magic programs continue. and we have the magic and the hunter's point and in the western addition. our prisoner reentry and clean slate programs which operate throughout the city, assisted over 5,000 people in clearing their records. this is essential to insure that people are able to lead a crime free life, and become productive citizens. tomorrow, or friday will be the quick off of the summer learning program and supervisor breed, you've been instrumental in supporting the work particularly in the area of literacy. our lee program, this is a legal education advocacy program. this is a program which started three years ago and we received a federal grant to hire a full-time educational attorney and a social worker to

represent children and families in individual educational and plan proceeding, expulsion and suspension proceedings. this program has been extremely successful representing over 300 children and families over the past three years. what they do is they - about half of the kids who wind up in the juvenile system because of incidents that he -- because of incidents that occurred on the school ground. they make sure the kids stay in school. the social worker conducted over 1,000 school visits and 40 -- the rate in the juvenile system is 50 percent and for the lee

program, less than 60 percent of the kids got in trouble and all the kids stayed in school. this is 30 percent over capacity meaning we have 30 percent more requests for assistance than we can provide. in year, the program won the mayor's fiscal advisory award, ordered by spur, and we also won the public defender's association state wide program of the year award. these are the recommended cuts by mr. rose, and i'm going to agree with three out of four of them which i think is pretty good for the public defender. we agree with the $15,000 reduction in the medical examiner services, we agree with the 29,000 reduction in our equipment budget and again, we agree reluctantly. these are things that we very much need. and we agree with the $5,000 reduction in material and supplies. what we do n