tv [untitled] June 21, 2015 12:30pm-1:01pm PDT
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ot do for the last 10 years, and then we have of the study finished my and then we also agreed with the next, three, four, five years will be monitoring our feed to make sure we coincide with our expenditures and also, in the future so we do not have elected oppressions we do not have a layoffs. to answer also another question had about court in full enforcement, we realize that the already high extreme housing inspector and also we continue to hire inspectors in the field in the electrical department, and also -- [inaudible] also, we have small homeowners, because the legalization, that is why we raised the fee for -- on those to have them encourage them to get the permit for the legalization. we are actively
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engaging the public to make sure what we can do to help them out. and encourage them to get the permit instead of not doing anything without a permit. >> i know you guys are doing some good work but it continues to be an ongoing problem in the city. not just the dbi issue is a lot of departments that are involved. with that conversation with the fire department, department of health, continued situations with just egregious code violations, whether it is apartment buildings like the one at market and octavia. that was where these tenants were just living in just the most horrific conditions among war homes in -- i know my district, really it is a drug house that has gone on for decades, or a massive order, clutter issues
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that create a hazard for the entire neighborhood, and it just takes so long for any action to occur. it takes for so long for anything to be referred to the city attorney's office. if ever. to take that on a firm action and sue the property owner. i just want to see more effective enforcement that are working on legislation. the given language stalled apartments including dbi to have a more centralized approach, including not requiring a referral from a department to city attorney in order to file a lawsuit, which i think is a major bottleneck. it is a concern to reduce these fees. but without the reduction before say a large downtown development? you are talking one of the big massive buildings being built downtown what would that cut be in terms of the reduction they would experience? >> generally, the fee reduction is 7% overall. for
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all those projects >> so i know it has a range but what would the range of a building permit fee be? >> some people would be 7% [inaudible] plus or minus. for the whole entire year. >> so a lot project would be up paid more than $84 million? >> no it is not the project it is overall. we do not keep of each project. it is overall. for the 7%. >> 4 million a year? >> yes. >> okay well it is a continuing discussion were working with the controller will keep you in the loop. thank you. >> supervisor yee >> i guess this is really related to supervisors wiener's question. now that you are sufficient amount of funds posted on your reserves, it seems to keep on growing. are
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there any strategy you are taking besides producing fees or hiring more workers to actually enforce code violations ? what is your thinking along that? >> good morning tara deputy director finance imitation for the diamond of building inspection. basically, there is a variety of things happening. we have two reserves that are going to be established and once called the stabilization reserve. we know that based on our projections on what the actual revenues were coming after the fee reductions that we will need to use a portion of that to balance a budget in general. as director julie mentioned before, there are a variety of new projects coming under way for instance, the -- program rental assistance to the module program where dbi inspects and also in the plan [inaudible] will also be going out doing our normal inspection to printing services on properties that we normally would not have done that on.
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those are the hot properties overlooking interjection of the mayor's office of housing and community development. we also try to increase the number permit that we have cargo systems for a while we had not been doing a lot of hiring because we were going to a class study. we have writing vacancies. houses with completed that we can do that hiring. as of friday things were working on. the technological advances in terms of tonnage i can now select to go into a completely all that document management system. simply because this is not about 12 years old. it is no longer being serviced. as many of you are aware, records management -- in addition to the inspections and from nashville saliva inspection record. so were going to undergo that. we are trying to really beef up our technology in general. that is including with staff as well with actual fellowship. we do have a plan to use the money as we go forward. both 41 million of the
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reserve is going up to 4009 of the reserve, is going to be for destabilization that we also set aside about of two $36 million for retiring health. this is actually now going to be citywide because we have the funding available with the controller so, roxie said in the money his eyes were comes due will have it. >> it sounds like you rattled off a bunch of things that you will be doing and hiring and so forth, which sounds good, but in the analysis, it seems like your total increasing is 2.2. so, i do not quite understand the relationship?
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>> if you go back to 13, 14, and 1415, we have increased a lot of different positions. in the current year we do not have to request any new positions. part of the reasons we been having surplus and herein known because of revenue but also because of expenditures. a lot of those expenditure agency of the result being vacancies. but as explained now is that based on the number of new positions that received prior years without telling those. we do not have to increase our budget this year with new positions. when i finally starting to fill those positions that week because it has taken a while to get testing. we have a variety of tests and inspections for example building inspections that it will be doing filling those positions. will be filling from any and such good all whole host of positions. >> thank you. >> colleagues, no other questions or comments will go to mr. rose's report, please >> mr. chairman and members of the committee, on page 15 of our report, recommended reductions to the proposed budget total 1.4 million in 15-16 of that amount and 1.73 four ongoing savings to 94 are
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one-time savings that i recommend a reduction -- we also commend placing $1 million on budget find them as committee reserve the recommend reduction to the proposed budget total million [inaudible] of that amount and 1.98 were ongoing savings and 190,000 one-time savings and again, we recommend placing a $1 million reserve on budget and finance committee reserve. since this report mr. chairman, we reached agreement with the apartment. we will submit, with your authorization, are revised recommendations to you on monday, but we have reached agreement on those on this budget. >> thank you. the floor to that report. to that apartment, mr. ely if you do not need to
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be here you do not have to be here if you have other things will elect one represented from that wanted to come to, to make phone to confirm your in agreement with advisors report comes out and will take every department that an agreement will take the first seal be up and off the calendar as soon as possible. thank you very much for being here much appreciative up next, mr. rohrs is here from human agency services. >> good morning supervisors. trent rose director of human services agency it would bring up our powerpoint is now. so, as you know, supervisors, was here about a month ago.
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presenting what was likely to be in her proposed budget to you all. not a lot has changed, so i will be brief but i will highlight the proposed budget enhancements. as you know, hsa is human services agency annabella agency is comprised of three department now. the common of human services, department of aging and adult services, the opposite early care and education. a present today on the human services department and hitting here, director of department aging and adult services and barbara carlson director of education to present on their respective budgets. what you see is a breakdown under the umbrella agency of the funding both current year and proposed, by department and by the fourth slice of the pie is the program support peace, which is the administrative support that provides efficiencies to all states of all three departments. again, the idea of
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their parents being under about is him and then does not have to its own administrative infrastructure to support. the segar's growth account across all three departments. i will address again, enhancements across human services. the department. generally, i will go into more detail, they fall into three buckets or three priorities. one is -- prosperity around addressing persistent poverty in san francisco and unemployment despite significant growth in the economy. the second, which as you have heard a lot about, his expansion in housing and homeless services particularly about supportive housing to get larger number of homeless single adults as well as families into supportive housing. the third area, is really about delivery of benefits. particularly -- but also our cash assistance programs. this budget finally
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reflects the transition that we have made internally around our business processes in delivering those benefits. increased and efficient manner. this next slide depicts the funny breakdown across the three departments and you can see the growth in each slice of either i am not, go through all the but i will highlight a couple, however. significant growth as a mission homeless services, but 24 million dollars increase, due to increases in federal grants. which is always welcome. as well as significant increases investment in general fund that the mayor has prioritize. increasing growth and adult services, and an increase in oecd particularly around pfa preschool for all coming over into the new agency. also, you will notice the elimination of two slices of how fresh and medi-cal which represents
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about merger of those two systems into an san francisco benefits net to create significant efficiencies. >> when second mdm. clerk would you call it is a item number seven, please >> mr. jim, item number; resolution approving the expenditure plans for the human services care fund for fiscal year 2015-2016 and 2017-17 >> apologies. thank you. >> so under the housing homeless area i will speak to the significant enhancements that are included in this year's proposed budget. the first is a general fund to support the navigation center
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as you probably know the navigation center, which opened in march is funded initially with a private donation, and the idea around the navigation center is to bring in and provide a very low threshold welcoming environment to long-term street campers as a way to mitigate homeless encampment in a way that is more permanent and long-standing than simply coming out and cleaning up and moving entertainment to a different area. the city or different street corner only to see it return subsequently. we have had significant initial service and navigation center. there is about 80 kinds there right now. maybe a little less. we placed over 22, i believe 22-23 in permanent housing already anticipate moving a significantly higher number of folks into permanent housing related to the next piece of our expansion kit which i will talk about. but again, the 1.5 billion is general fund is a private donation will be exhausted by december. i spoke
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of this significant increase in support priority for housing expansion kit work the budget proposes 468 new units of supportive housing for single adults in three different sites. these units were primarily not exclusively, primarily targeted to as goods from the navigation center to target what is been a persistent problem in the homeless area for a long time, which is the st., camas. this will provide a significant number of exit in a way the navigation center's design is really predicated on how many exits we have. we are bringing folks and have them just be there tends to be a very short stay to be able to be prepped for moving into a support housing. also included in this part of housing expansion, is running for services to reduce the ratio across our sites, the ratio of case managers to clients down to one 235. some
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are billions, we have caseloads of one-270 or 12 100. to really do the work that we need to do in supportive housing to get folks in a place where they are more self-sustaining, possibly creating more exits from housing we need to lower those caseloads to be able to allow more effective casework. in addition, were seen are supportive housing sites on aging population and were seen individuals being placed there significant higher barriers substance abuse, mental health issues in addition to significant primary health care needs. you will see on their services at the bad rental systems demonstration public housing sites but as you know
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to rat public housing sites we manage by property property management and services provided by nonprofit agent. the services funding for the services component for nonprofit agencies over the next two years to provide the services in this public housing sites. lastly, her increases in rental subsidies for families as well as transitional age youth. 30 subsidies for families and 15 transitional age youth. these are subsidies that amused anywhere in san francisco were beyond 20 folks move from homelessness were very unstable housing into housing that supported with rental subsidies. the last tribe is etc. homeward bound prohibited rebounds is a program that seeks to reunite homeless individuals with friends, support structures typically families in cities where they have lived prior. we love this program in february of 2005, and since it launched, we have reunited over 8900 individuals their families or support structures throughout the 48 united states. 48 contiguous united states. the cost of this program is
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wondered $86 on average per client. it is extremely economically efficient way to help homeless individuals and their homelessness in a way to utilize family support structures. currently however, we only have minimum number of staff that allow the home homeward bound office to be open only from 11 am to 1 pm during the day only able to provide one transport during the day at 1:00 pm. we have had recently a five-game transport but only for individuals were traveling south. the problem that we -- that is been revealed from this is an individual may come in and they want to go home and have him moment in time where their children are ready. if we
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cannot sometimes get them middle east order process and in route we lose them. believe and also to come back the next day. this expansion will allow us to be open at 1235 mission site from nine-5 pm as well as provide close to real-time transfers. civil transport during the day for individuals. in addition to my think even more important to come up with able to do more maple model with additional seven physician goodwill able to do homeward bound offerings in homeless shelters some of our sros in working with partnership with others -- may have comments who are ready to move back home. so, i mentioned the significant changes in the way were delivering benefits and particularly affordable care act. we are proposing this budget 57 new positions ostensibly to continue implementation of the portal care act, but also to recognize and address what would be a commensurate but not a one-to-one increase but an increase in our -- as well. 2
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min. numbers are presented in may, medico caseload, since prior to affordable care act to now, part of affordable care act. any 80,000 individuals on medico. we currently have about -- was about 112% in treated interims of days with about 57,000 cases prior to aca power over 110,000, which is a most troubling. at the same time we have not seen that level of increase ineligibility workers. the were proposing was about a 30% growth ineligibility workers. the reason we do not need a doubling or 1% growth is because the efficiencies that we have implemented in the department. basically efficiency centers around moving from a case-based model to one that task-based meaning that are workers no longer manage cases of clients. but manage tasks. any of our workers can work on any
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application or any ongoing eligibility issue in our cases. if we were to be at eight caseload model will be at about 1-400 which is resulting in serious service degradation client stopping over access the worker, not be able to get the benefit service. we can manager 1-300 1-400 level during the task base work and spend a lot of both calpers to formally the food stamp program and medico across a single worker. by crosstraining workers about moving to a more ip-based task oriented call center approach, were able to provide -- we will be able to provide better customer service to this expansion of positions. project 500 and changes in how works and work for subelements are really around addressing persistent poverty in particularly multigenerational property in san francisco. i did some pretty significant deaths back in may around the
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numbers of san franciscans are well below the poverty level over one of 15,000 san franciscans are below 1% of federal poverty, which is about 14, $15,000 a year poverty level. so this is extreme poverty. to address this the mayor has proposed -- if we are proposing it today was a project 500. in the first year it is really project 100. it is about serving 100 families but the ideas to target families who have been personally poor perhaps multigenerational igor, housing challenge, unemployed, and to do it in a way that clearly centered recognizing
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multisystem involvement in families meaning that there are likely touching several different city agencies from department of health, the probation, our agency and other. the ideas never. côte o to work in a really new way to address poverty is not just to say let us get you a job. it certainly is the only way i poverty, but recognizing that these families have a lot more significant barriers and getting a job maybe the third, fourth, or fifth thing we need to get him to do but really stabilize and family providing all family support the caseload model that is 1-10. also, the caseload model that is clinical social workers at the helm providing the primary caseload piecework support for these families. again, the first were building 100. we anticipate learning a lot in the first year. learning is that caseload an appropriate level could be higher? to be more efficient? really around what sort of barriers are we seeing in these families and what leveraging do we do from other garments as well. then, were first moment area to increases around the
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same program which is subsidized employment. first is the interop addict and organize violence prevention program. which is subsidized employment for 30 clients a year and these are clients identified by adult probation as at risk of violent behavior or have a past history of such. they are ready to engage in a different path towards employment provided real income and alternatives to violent criminal activity. this will be housed in terms of wages, in the human services agency. but it is in partnership with adult probation. then, on our subsidized employment expansion, were proposing to serve 250 additional clients in 16 slots. that would be 500 the course of the year. our drive
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to a minute this is a subsidized employment program launched in 2009 under the resident obama stimulus act. it is been wildly successful in two ways. one in terms of getting increased income to the pockets and the households of the low income families and single adults. secondarily, one we did not realize in 2009 and 10. implementing this, but the long-term impacts it had. we now do evaluation by using edd, state wage data to look at families and single adults will left jobs now to see what their income and employment status is . i will give you an example from a cohort we looked at. 60% jobs out graduates in the first quarter after leaving jobs now remained employed. then, second-quarter gross jobs now 54% remain employed. the signal event of his for jobs now among
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them, only about 20% were employed. so almost getting a chuckling affect. they got an additional risk of the average earnings prior to jobs now these individuals about $2200 per quarter. two quarters. style the average is $5200 a quarter for graduates. the third area, six months postop jobs out 60% of the graduates were no longer on board with the assistance or to not return to public assistance. so, the evidence is there that is a very effective intervention for job training and getting income into low income folks. one that has arguably better incomes outcomes the standalone job training. 60% placement rate of a standalone job training program is considered high in industry standards so having that resource push-ups out it
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suggest we continue expand the initiative. which we intend to do. this concludes the dhs part of the agency.. i will say we continue to work a budget analyst. we do not agree yet the analyst recommendations, would provide a significant amount of detail and analysis to them, that they are reviewing and will continue to dialogue with them. >> thank you. in particular, i want to -- i know there is a proposal with a budget, down. i think for your work on it. we talked quite a bit about the program. to me is one of biggest successes we had. talk about being free about only from the city's perspective from the individual's perspective it onto feet with balloons and incredibly say what that means for the future here in the city of san francisco. so thank you for all the worker on a project. supervisor yee >> face of the presentation.
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you doing up one of their work over there. the mayor recently committed to and veterans homelessness by the end of 2015. can you provide us a little more information on some strategies you are taking? >> sure. with the american legion is ending and is a distinction that chronic homelessness among veterans. so these are veterans have been homeless for a number of years and have a co-occurring mental issue. we worked with consultants in hud hud oriented fight numerically what is that mean we have identified somewhere around 230 chronically homeless veterans that we intend to have by the end of the calendar to go to that -- vouchers which works like a section a paternity veterans homeless jewish homeless vet. in addition, the baltimore house which is one of the three new proposed sites
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supportive housing, is a federal -- care site which is means the chronically hopeless veteran could qualify under that subsidy as well. then, with the openings of the other two projects as well, as unit turnover and physically targeting homeless veterans [inaudible] winters they getting to that number. it is a manageable number when you look at those veterans who were long-term homeless. we were helped significant by -- which was a building we open in the hernia which is one of percent dedicated chronically homeless veterans. >> as you know, in my past life i work with organizations to try to reduce and homelessness for families. decades later, were still dealing with similar situations. you have any strategies about homelessness
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for families? >> thank you for the question rated the studies around family homelessness differ vary significantly from the strategies for single adults. research tends to show the homeless family the primary predictor or cause of homelessness for families is income. this simply poor. whereas a single adults have generally a high incidence of addiction, mental illness, tend to be older primary healthcare needs. so that research suggests strategy we should incorporate is what around income. we have -- in this budget proposed increases in family rental subsidies for 30 more families. we also of the state now -- subsidy program right housed over 100 families now in the current year. that just since
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