it was like 15 minutes. nothing has changed, except now we have cleaner energy. it's an easy way to align your environmental proclivities and goals around climate change and it's so easy that it's hard to not want to do it, and it doesn't really add anything to the bill. >> supervisor cohen: good morning, ladies and gentlemen. i want to welcome you back. it's may 3rd. it's the budget and financesub committee. malia cohen, chair. i want to recognize my felly committee women, supervisor stefani and supervisor fewer. madam clerk, are there any

announcements? >> clerk: yes. please silence all cell phones and electronic devices. speaker cards and any copy of documents that want to be included should be presented to the clerk. >> supervisor cohen: all right. we've got a light agenda today. let's dig in. madam clerk, could you call item number one. >> clerk: yes. [agenda item read]. >> all right. we've gotta mann amanda freed e office of tax resolution and tax collector. welcome, and the floor is yours. >> thank you. good morning, supervisors. amanda freed from the office of the treasurer and tax collector. i'm here today to present for your aful pro -- approval, copies of 102 parcels we are going to be auctioning in june.

it continues to go down, and today, it is 102. and today, if i can request this copy replace the original, that would be welcomed. we're required to offer properties for auction that have remained delinquent for nine years. the 102 parcels i bring to you today are a tiny percentage of the 209,000 total parcels in our city. we collect over $2.1 billion in property tax payments annually. and over 99% of property owners pay their tax bills on time and in full. so before you for consideration are these. as a result of our close partnership with the assessor, the mayor's office of housing and protective services, i'm proud to say we have zero occupied properties on this list for your consideration today.

i want to assure you over the past six months, we have pored over each and every parcel here before. we researched the physical characteristics and ownership history for each parcel on the attached list, using property information available from the assessor and the planning department. every supervisor was provided with their list of parcels, along with a one-page sheet that includes the parcel map and other identifying information about the owner of record. we also expanded our research to identify as many parties of interest as possible. we used our debt collection expertise to search publicly available and proprietary databases, city, county and other governmental records, as well as in some cases social media and internet searches. this resulted in some parcels being removed from the list due to title or ownership changes. in other cases our frequent mailings have resulted in people paying their taxes. yet we understand it is not enough to simply mail to these

addresses and hope for the best, so we are closely tracking our return mail and making sure we take additional steps. all of the neighbors are aware, and if they have an interest in the property, we've given them instructions on how to contact us to resolve the matter prior to the auction. wherever feasible, we will also be physically posting on vacant parcels this month. once approved, this list will also be published in the newspaper of record and will be available on our website. thank you for your consideration, and i'm of course available for any questions. >> supervisor cohen: great. i have two, maybe three. first, a significant number of these parcels are, as you described, timeshare, right? and which means that there are units in the same building. what's the percent of the units in -- in these buildings that are up for auction, and we can use 1000 pine as an example.

>> sure, supervisor. i'd have to go back and take a look. the thing that's really unique about timeshare is each particular share is considered a separate parcel, so what you see before you isn't an actual unit that someone could buy and move into, it's most likely one week, you know, an opportunity to stay for up to one week in that particular unit, and it's even very difficult for us, searching through all of the public records, to figure out which unit and how big and what week. it's sort of an oddity in our system, so we've been working with the five different timeshares, the company buildings so let them know which units are up for auction, and we've had many come off the list already. >> supervisor cohen: so why might they be delinquent on their taxes? >> every case is probably different. i imagine when many people purchase the timeshares, they might not be aware that they mitoparcel taxes, so they would

owe school district and city college parcel taxes, bay restoration, etcetera. so while their property tax bill might be quite low, the actual core property tax bill, there are a number of other expenses, so their bill ends up being quite expensive. >> supervisor cohen: i see. so when they're probably being sold a timeshare, they're probably not anticipating the additional parcel tax. >> that's certainly our best estimate at this time, although we have many time shares where people are paid in full. >> supervisor cohen: okay. now, do you see a pattern? is it a pattern related to a specific company, perhaps? >> no. it seems -- i'm not sure how many timeshare buildings there are throughout san francisco, but these buildings seem to have the majority of the ones in the city, and so it's not a surprise. each building has many. >> supervisor cohen: so i understand you're looking at the building. i'm looking -- i'm thinking about the companies that possibly the building, the

building owner partners with to market these timeshares. so you mention that you work with companies. my question is is there a trend, a theme or is there some kind of connection with a specific company that has several timeshare delinquent tax -- >> that's a great question. we haven't seen -- you know, we haven't seen any particular bad actors. we have seen some companies are much more willing to work with us the first phone call to try to find the owners and reach out. we don't have any major concerns with any of the timeshare companies, per se. >> supervisor cohen: all right. thank you for answering any questions. i don't see any questions from my colleagues. let me go to the public. any member of the public that would like to comment on item one, please come on. all right. seeing none, public comment is closed. [ gavel ]. >> supervisor cohen: colleagues, i'd like to make a motion to move this with a positive recommendation. if i could take that without objection. okay. without objection, item passes unanimously. item number two, please.

[agenda item read]. >> supervisor cohen: all right. thank you. so this is a resolution that authorizes the sale of $125 million in revenue obligations to finance the san francisco conservatory building, which was approved by this board, board of supervisors on may 2nd, if i'm not mistaken. today, we've got moses koret would you like to say a few words? >> yes. thank you for your support. the project includes not only

113 group dorms but also replaces the 27 residential units that were currently on the site and as a nonprofit educational institution, the conservatory is seeking tamt exempt funds to help finance the project. we have someone here from the budget and finance office to give more detailed information. >> supervisor cohen: well, thank you very much, mr. travetti. >> thank you. also in attendance, we have a representative from the san francisco conservatory of music who can speak to the details of the project request there are any specific questions about that. just to give the committee and members of the public a brief refresher on the tax equity and fiscal responsibility act allows joint authorities to issue certain types of debt for nonprofit public benefit

corporations, and that that can then be issued on a tax exempt basis. but in order for that to happen, tax law requires that the governing body of the jurisdiction in which the project is located approve the financing and the project after providing the opportunity for a duly noticed public hearing before the bonds can be issued tax exempt. so this jurisdiction in this case is city and county of san francisco, and the city and county would not be obligated for payment on the bonds. we -- hearing notice was published in the san francisco chronicle on may 5th. we held a hearing at the budget and finance office on april 20th. assuming we receive the required approvals that the joint powers authority in this case, the california enterprise development authority would issue tax exempt obligations in an amount not to exceed $125 million. as mr. koret described, a

large portion of that amount will be to construct the new 12-story building for education space and dormitory housing and also to refinance a previous project at 50 oak street and 70 oak street. also education stays for the conservatory as well as paying transaction costs on the bonds. just to give you a little bit of background on the borrower, san francisco conservatory of music began in 1917 as a piano school, and it was formally incorporated as the san francisco conserve acoatory in. in 1976, it relocated to the campus center, and was able to grow into its current state. it's a professional school, commitmented to providing education for its graduates,

pursue and engage lives as citizens and performers. the mission of this school is to transform the students. has an undergraduate enrollment of approximately 200 students. if you have any questions about the financing of the budget we're happy to take any. >> supervisor cohen: thank you. i don't think there's any questions. let's go to public comment. seeing none, public comment is closed. [ gavel ]. >> supervisor cohen: colleagues, i'd like to make a motion to approve with a positive recommendation, and looks like we can take that without objection. madam clerk, thank you. please call items four, five, and six together. >> clerk: madam chair, would you like me to call item three? >> supervisor cohen: yes, item three, excuse me. [agenda item read].

>> supervisor cohen: all right. we've got supervisor fewer that will say a few remarks and then we'll hear from miss tony moran. >> supervisor fewer: thank you. i'm thrilled that these items are before you today, and with your full support, we'll be moving to the full board. we worked to secure a $3 million in state funds for improvements to the golden gate dog training area as well as lake merced improvements. for the past three years i've been working with a group of citizens, and now we will be breaking ground thanks to assembly member tang's support with help in identifying state funds. i look forward to kicking off

the design process in the coming weeks. thank you very much. >> supervisor cohen: all right. thank you very much. miss tony moran, is there anything else you want to add? >> just -- well, supervisor fewer covered all my points. yes, assembly member ting had secured these funds. he earmarked these funds for these general two projects because supervisor ting -- i mean, supervisor fewer and park and rec staff had met with him and showed him the need of the grant for $3.6 million. the funds, we have matching funds for both the golden gate park dog training area from park open space funds, as well as for the lake merced project, which from the 2012 park and safe neighborhood block fund. those funds are supporting the conceptual planning process, which is happening now and will

also support the design and project construction. thank you for your consideration. >> supervisor cohen: no problem. thank you for your work on this item. supervisor fewer, it doesn't look like -- we're going to go to public comment. is there anything else you wanted to say? >> supervisor fewer: no, thank you. >> supervisor cohen: ladies and gentlemen, if you'd like to come up on public comment, please come up. seeing none, public comment is closed. [ gavel ] supervisor few [ gavel ]. >> supervisor fewer, do you have a motion? >> supervisor fewer: yes. i would move that we approve this with a full recommendation to the board. >> supervisor cohen: thank you. we can take that without objection. madam clerk, would you please call items four, five, and six. [agenda items read ]

>> supervisor cohen: all right. thank you very much. so these three general obligation bond appropriations follow the resolutions authorizing the sale of the same bonds, one for housing, two for earthquake safety retrofits, which we have heard in committee, and i think we heard on april 12th. we've got mr. travetti from the office of the controller to present. >> thank you, madam chair. i -- to reiterate, i don't have a formal presentation, i just want to call to the attention of the committee and the public that these -- these three ordinances are trailing legislations that go along with the sale resolutions that were heard on april 12th. the projects that these bonds

are going to fund were presented on april 12th, and so if there are any additional questions about the projects or the -- or the sale, i'm happy to answer them, but this is just trailing legislation that was held with regard to the 30-day rule for ordinances. >> supervisor cohen: great. i actually do have one question for you. so after the sale of the 2015 affordable housing bond, which there will be a remaining balance of $88.5 million, and then, for the public health is and safety bond, there will be a remaining balance of $121.5 million, what happens to that remaining balance? >> so we issue the bonds as they're needed by the -- the projects. we don't want to issue them until -- until the departments are ready to spend the money because we'll be paying interest on the bonds while we're waiting for the pros cee to be spent, so we review the plans with the departments

ahead of time before we determine the right size of the sale. and so when the -- when the funds that we are issuing in this sale get expended, and the -- and it looks like that the departments have a plan to expand the remaining amount, then we'll do another sale for the remaining balances. >> supervisor cohen: so the short answer is you hold the balance until you have a plan to spend it z. >> right. and then we'll come back to the abortion with anoth board with an authorization to sell the remaining amount. >> supervisor cohen: great. thank you. any public comment come on up. welcome. >> item number five, on the track, we're going the right

way. should be low-income and very lock income bracket people. it's an example of discriminatory examples where you discriminate based on geographical location. the way you've got it worded here, it's only for the mission district, so it should be applied throughout the whole city and county of san francisco. in fact, specifically, the fillmore area, where ethnic cleansing took place where you moved black people from their neighborhood, about 60 square blocks, and 60% was chinese and black people that owned property in that area. so in order for this grant to be fair, it should be applied to all neighborhoods in the city of san francisco, not just the mission district. we have a homeless problem, and by the same response to people that's out on the streets are very low and low-income bracket people, such as people that's got social security, disabilities, and our veterans. by starting that low-income requirement as the lowest income, if you price fix that

range above their monthly and yearly income, they'll still remain out on the street. it's not fair to them, and we have an inclusionary law that's not being applied where everybody in the city is included in the inclusion of housing opportunity, so that should be changed throughout the whole city and county of san francisco: bayview, fillmore, mission district, every jurisdiction of san francisco, this bond should be applied to, not just the mission district. sincerely. >> supervisor cohen: thank you for your comments. is there anyone else that would like to speak in public comment? all right. public comment is closed. [ gavel ]. >> supervisor cohen: thank you. like to make a motion to approve with a positive recommendation -- oh, excuse me. before we do that, i'd like to pivot and go back to the budget and lengtgislative analyst.

>> this is trending legislation for the bonds that were approved by this board earlier in the month. there are three bonds appropriations before you. the e-sure bonds are 189 million. the majority of the funds would be used on the traffic company -- the police department's traffic company and forensic services division construction and on fire station 35 at the port. on the affordable housing, it's 146 million in proceed s. as you pointed out, there would be a remaining 88 million in bonds after the appropriation, and that would be used for various low-income housing, a 143 unit affordable housing unit. and then, the final is the public health and safety bonds of 52 million, with the remaining 121 million to be issued and appropriated at a

future date, and the remainder of these funds are for the ambulance deployment facility and for homeless services, and we recommend approval. >> supervisor cohen: thank you. we will will take that recommendation. i'd like to approve with a positive recommendation, and it looks like we have unanimous support, and we will do that unanimously. [ gavel ]. >> supervisor cohen: madam clerk, is there any further business before this body? >> clerk: there is no further business. >> supervisor cohen: all right. we are adjourned until 1:00. thank you.

>> i'm warren corn field and we are doing a series called stay safe, we are going to talk about staying in your home after an earthquake and taking care of your pet's needs. ♪ >> here we are at the spur urban ken center and we are in this little house that was built to show what it is like in san francisco after an earthquake. we are very pleased to have with us today, pat brown from the department of animal care and control and her friend oreo. >> hi. >> lauren. >> could you tell us what it

would take after an earthquake or some other emergency when you are in your home and maybe no power or water for a little while. what it would take for you and oreo to be comfortable and safe at home. >> just as you would prepare for your own needs should an earthquake or a disaster event occur, you need to prepare for your pets. and i have brought with me today, some of the things that i have put in my disaster kit to prepare for my animal's needs to make sure that i am ready should something happen and i need to shelter at home. >> what are some of the things that people should have in their home after an earthquake or other emergency to help take care of their tasks and take care of themselves. >> i took the liberty of bringing you some examples. it includes a first aid kit for your pet and you can also use it for yourself and extra meds for your pets.

and water container that will not tip over. we have got both food, wet food and dry food for your pet. and disposable food container. and water, and your vet records. in addition, we have a collar and some toys. >> yeah. to keep oreo busy. >> he needs toys and this is san francisco being a fruity city and come on oreo. this is your dinner, it is patte style chicken dinner with our foody seen here. >> what they say now is that you should have at least a gallon of water and i think that a gallon of water is small amount, i think that maybe more like two gallons of water would be good for you and your pet. >> does the city of animal control or any other agency help you with your pet after an emergency. >> there is a coalition of

ngos, non-governmental organizations led by the department of animal care and control to do disaster planning for pets and that includes the san francisco spca. the paws group, the vet sos, pets unlimited. and we all have gotten together and have been getting together for over four or five years now to talk about how we can educate the public about being prepared for a disaster as it involves your pets. >> a lot of services. i understand that if you have to leave your home, we are encouraging people to take their pets with them. >> absolutely. we think that that is a lesson that we concerned from karina, if you are being evacuated you should take your pet with you. i have a carrier, and you need to have a carrier that you can fit your pet in comfortably and you need to take your pet with

you when you were evacuated. >> i am going to thank you very much for joining us and bringing oreo today. and i am go

>> good afternoon, ladies and gentlemen. i want to welcome you to the

budget and finance committee. i'm supervisor cohen. i want to recognize our friends at sfgov tv. we have jane smith and adrian stark. and mr. young, victor young, clerking, and supervisor fewer on my right, and to my left, supervisor stefani, and on the far end, supervisor yee. joining us shortly will be supervisor sheehy. we have a really robust schedule to get through today. mr. clerk, could you call item 1 first? >> clerk: yes. i would like to read a few announcements. plus turn off phones and electronic devices. speaker cards should be submitted to the clerk. item 1 is to discuss budget priorities for fiscal years

2018-2019 and 2019-2020 and requesting budget and legislative analyst to report. >> supervisor cohen: ladies and gentlemen, i want to thank you for joining us today. this is our final budget priority hearing. yay! maybe i'm the only one excited. today is a diverse set of presentations on eight additional priorities identified by the board of supervisors through a budget legislative analyst survey that was conducted earlier this year. these -- those topics in order of presentations are, first we'll hear from the cultural district staffing. then we'll hear from children and youth services. then we'll be hearing from senior services, followed by pedestrian safety, street repair and repaving, street trees and

landscaping, work force development and pipeline to city jobs. closing it out, clean and safe parks. these issues represent the key policy issues for our board as a whole. and we are here to help inform the crafting of the mayor's budget. as a reminder, the mayor will be presenting his budget formally to the board of supervisors as well as to the public june 1. we have a variety of departments and community coalitions presenting on areas that we've identified, giving a high policy level framework for how we support our constituents throughout this entire budget process. we'll hear from the public, who will advocate for their own policy priorities. i've instructed each presenter to keep their presentations high level with a focus on policies not a focus on specific grants or organizations. we want to understand what we're

funding, for what reason we're funding it, and we're looking for evidence of impact towards our policy goals. presentations should be no more than 5 minutes and i will be holding you to that with additional time for questions from my colleagues. i want to acknowledge that there are departments that have submitted 20 slides. if you are that department -- and i can see that some of you are here -- i suggest that you edit it down now. we're looking for a short, 5-minute presentation. public comment will be held at the end, after the eight presentations. we'll have public comment then. public comment is 2 minutes. 2-minute intervals. you will hear a soft chime indicating 30 seconds remaining on your 2-minute allotment of time. to the departments and community organizations, i want to set your expectations. first, my priority as chair is

to examine programs that have recently experienced funding cuts and keeping the funding for the programs strong. request to fund program expansions will be considered but only will be considered after our top priority issues are already allocated. everyone, your job today is to convince us, to convince us with evidence what those priorities and issues are and what the best way would be to expand them. to my colleagues, please note -- please note any specific or -- any specific issues that you believe should be a priority for the mayor and the budget committ committee, please don't hesitate to speak up. with that, i'd like to welcome supervisor ronen, who is joining us today. she will speak on the first

policy topic, which are cultural districts. welcome supervisor. the floor is yours. >> clerk: madam chair, we have six members of the supervisors in the room and we're convened as a special meeting of the board of supervisors. >> supervisor cohen: thank you for that special announcement. >> supervisor ronen: thank you. i want to thank supervisor cohen for your leadership. i share your hope that we don't have our normal dysfunctional process on the last day of budget night. so i'm really excited to be here today to talk about one of my budget priorities, which is related to cultural districts. for those of you who maybe have never heard of a cultural district, it's because while some cultural districts have existed in san francisco for some time, the concept is

relatively new. i introduced legislation in october of last year, which we'll hear at committee next week, to create a formalized process and sort of an official recognition of cultural districts in the city. the main purpose of a cultural district is to identify areas of san francisco where certain communities have established themselves historically in san francisco and have brought rich cultural, artistic traditions and life to those neighborhoods. for example, we have the latino cultural district around 24th street in the mission. we have the japantown cultural district in district 5. we have the soma filipino district in south of market neighborhood and transgender

district in the tenderloin. these are areas where communities -- and usually communities that have been marginalized or are low-income have gone to seek refuge and establish themselves in our city. they're also neighborhoods that make our cities and san francisco the amazing inter national travel destination of the world an envy. we're not a cookie-cutter city where every neighborhood looks the same. we have rich cultural identities throughout san francisco. however, because of the housing affordability crisis in san francisco, we're not only losing the people that make up the cultural districts, we're losing the businesses that have been around for decades, that provide the rich cuisines and products that you can only find in those

neighborhoods. we're losing arts and culture organizations that exist for these communities to express themselves and bring art and culture into our lives. quite frankly, we're missing that place making that's made us the envy of the world, quite frankly. i've created this concept of a cultural district as a way to fight back. we currently have five cultural districts in the city. we have one cultural district that supervisor sheehy introduced on tuesday. lgbtq district in the castro and supervisor cohen is working with community in the bayview for an african-american bayview arts and cultural district in her district. and so these are -- we have seven in the works or are existing, across five districts,

representing seven different communities that are under siege and want to continue to stay and provide the richness and the vitality that they bring to the city of san francisco. what i've asked the mayor and board to prioritize this year is a little over $1 million to make these cultural districts real and possible. we tried to present them as bare-bones requests. it would include one full-time staff at mohcd to do the amazing work that they've been doing without any specific funding to enhance and help these cultural districts be a vital asset to our communities. it includes a staffer in oawd. and some money for support staff for advisory bodies to these cultural districts as well as

some money for executive directors of every cultural district. i don't want to take up too much time because we're going to hear a presentation from the mayor's office from housing and community development. but as supervisors of communities throughout san francisco where the cultural districts will live and thrive and continue to bring us the richness that they have throughout many years, i hope that you will join me in supporting this budget request. thank you so much. >> supervisor cohen: thank you for framing the purpose and spirit of cultural districts. with that, mr. chu, welcome. good to see you. whenever you're ready, please begin. >> all right. brian chu, director of community development, mayor's office. and i think you have paper

copies of the power point available in front of you. so supervisor ronen has given an excellent overview of the genesis of the process. our office has been working closely with offices of work force and economic development with the arts department, public works, human rights commission and other departments to come together to see how it can most effectively collaborate on this project. as supervisor ronen stated, one of the elements of this program is to formalize the partnership between the city and the diverse communities to develop clear strategies to stabilize these communities. we want to leverage the city capacity. one of the primary purposes is to identify the existing resources that may be available for many of these vulnerable populations. they just don't know they're available to facilitate that and come up with a more formalized

process for creating these districts. supervisor ronen stated they've come into pass on a somewhat piece-by-piece formalization. it hasn't been the consistency and it's been sometimes confusing for the department to figure out how to properly resource these. some of the goals that may be a part of these processes is to maintain the cultural and historic assets, to really examine through the help of, for example, the planning department, what are those historic assets within each community and look the a -- at the displacement of residents. how to attract artists and entrepeneurs and how to celebrate the unique cultures and to make sure that the city has culturally appropriate strategies to serve each

community. here's some of the stake holders that have been identified. we plan to be working closely with the community-based organizations with small businesses, artists and in general the residents of each of these cultural districts. this is a quick snapshot of some of the dollars that have been allocated. you can see, we put this together by contacting the different departments. most of the funds have come through add-backs or mayoral enhancements. you can see the dollars go up and down because there has not been a consistent methodology of allocating resources for these programs. again, along with -- let me go back to this slide. you can see that there have been four districts before, as you are aware, the lgbtq district

was just approved and we've also been working with the bayview cultural district, which is in the planning process now. we've been talking about moving this program forward. we do want to propose limiting new cultural districts to no more than two per year. these are resource-intensive and time-intensive. an essential element of the proposed legislation with be the creation of cultural heritage and economic sustainable strategy, which is the chess report. it would be approved by the board of supervisors and create a roadmap for each community and would create the -- identify the strategies and be able to come up with a timeline and also be able to, i guess, identify the

rye sour -- resources available each district. right now, it's very much ad hoc. after the report is approved by the board of supervisors, then we'll move forward to the implementation process. in terms of the roles that staffing would play, our department would take the lead in compiling the chess report, working with the planning department. they would do the concept statement. we would coordinate with their on going anti-displacement projects. and a variety of city departments may have called upon for community outreach and working with consultants and community engagement. next step, as we see, legislation itself will be reviewed by the rules committee on may 9.

we'll continue to work with existing districts and those in the pipeline. and should the legislation be approved and resources outlined, we'd compile the chess reports and then depending on the resources work with each of these districts to fund their strategies in a more formalized, organized way. again, a brief, high-level overview of this process. i'm joined by mohcd programs as well as omwd and the planning department. we're hear to answer any questions that you might have about this process. >> supervisor cohen: you get a gold star. there was exactly 5 minutes. congratulations. awesome. you are setting the tone for a winning budget committee. thank you. i'm delighted. two questions for you. which costs for the cultural district staffing are one-time costs versus ongoing costs?

>> i would say that an example of a one-time cost could be the cost for consultants that might be engaged to assist with the initial plan. ongoing costs, for example, our department would be as we prepare the chess report each year, that it would be an ongoing cost for our portion. oawd portion where they continually work with each small business district is likely to be an ongoing cost. and the planning department in terms of preparing the context statement, is likely to be an ongoing cost. the planning portion is likely to be one time. >> supervisor cohen: one time for a year, six months, nine months? we're the budget committee. so we have to budget. >> yes. i would anticipate it would take

at least a year for a full plan to be developed. >> supervisor cohen: fair enough. can we make this funding a negotiated part of the developer agreement? >> it's an interesting idea. i can say for the transgender district, there were community advocacy around one development property, which did result in about $300,000 potentially being allocated to support it. the flip side, and i hope i'm not saying anything out of line, is that with these development projects, you are often not sure if that development will come to place. this development has been slow. so the money we've identified to come in as been rather -- we're not sure that the development will take place. so that's the flip side.

>> supervisor ronen: i want to answer that question a little bit. the legislation that we'll hear next week in committee, one of the things it does is it creates -- two things. it creates a fund for each cultural district. and it creates a c.a.c. for each cultural district. the idea is that there will be regular funds going into each cultural district so, that c.a.c. overseeing the funds can on an annual basis use the fund to enhance, preserve and meet the priorities for the cultural districts, all of which will look different. for example, in the latino cultural district, which is the one i know the best because it's in my district, i know that finding and locating buildings for affordable housing for primarily latino families that have been there for a long time is a priority and that's probably how they would want to use some funds.

another fund is the cultural arts organization. they don't have a permanent home. they might want to use money from that fund for a permanent home. the funds -- anybody can put money into it. when there are developments in the future, one of the community benefits could be putting funds to enhance the cultural district in that fund to be used at the discretion of the c.a.c., overseen by the mayor's office and office of community development. and then the city could make contributions to those funds as well. and then there is talk about a ballot measure that will allocate some of the hotel tax to put a regular portion of funds in these cultural district funds every year. so we expect there -- the reason

this is a useful tool is because there will be specific funding attached to the tool to be used for the purpose of enhancing and maintaining that cultural district. that means that the people that make up the culture, that means the businesses that support the culture. that means the arts organizations, place making. when you go into chinatown and you walk through that gate, you know immediately you are in chinatown. i would love for that to be the case in the castro, and the bayview. sorry if i'm all over the place. >> supervisor cohen: i guess this is a discussion that we'll have over the next month or so is seed money for cultural districts. if you are in a part of the county where there is very little development happening, there would need to be seed money. i know we're connecting the

legislation to hotel tax, so we can begin to have a conversation about what that seed money is and what is the appropriate level. thank you. colleagues, any questions? if not, we can keep on moving. supervisor fewer. >> supervisor fewer: i'm sorry if i missed this -- how are the development costs absorbed at all? we mentioned that it's all these departments that are collaborated. do they absorb it in the budgets? >> at this point, the existing departmenteds have been absorbing some of the costs but it's not at an expanded level. we've been limited to being a

grant organization if we need to work with existing committees, that would be the difference. >> supervisor fewer: so to infit stugs allies a program, your department would need resources to expand. >> that's true. >> supervisor fewer: what about the other departments? >> yes. i believe i've heard them say that they need more resources. >> supervisor cohen: thank you, mr. chu. next we'll hear from children and youth services. this is leo chi, dcyf, that will

make a presentation. they switched from three-year to five-year cycle this year. >> all right. thank you very much. thank you, supervisor cohen, for having these hearing and highlighting children and youth services and for doing a strong job on the section of the report. i'm cfo for children youth and their families, here on behalf of the department. our director is at a national conference on school programs. the department of children youth and their families is the city

agency responsible for ensuring that children and youth dollars allocated from the general fund are funding high quality culturally relevant services for children and youth and their families. the services are for children up to 18 years old as well as disconnected, transitional youth, up to and including 24 years old. we perform this through strategic funding, quality services, engagement with san francisco communities and partnerships. dcyf is working with san francisco to make it a great place to grow up. we relieved our r.f.p. for five-year funding cycle starting in july. we allocated $76 million in

direct contracts on 299 programs and six strategies. the strategies are educational support, enrichment leadership and skill building, justice services, mentorship, out of school time and youth work force development. for more context on the r.f.p., we received 693 proposals and funded 299 of them. 248 different agencies applied and 152 were awarded funds. so there were requests totalling $180 million and dcyf allocated that annually. 40 funding measures over 26 funding strategies and we're working to develop those for the

newer plans coming forward in july. the primary data sources for this performance information are service and participation data that we capture in our contract management system. it provides a detailed look, but departmental performance is also provided in the performance measures that we provide to the controller's office each year. dcyf prioritized the lowest income neighborhoods where children and youth are expected to have the greatest need. this really reflected work that was done in our community needs assessment and services allocation plan over the last two years. they're components of our five-year funding cycle. speaking a little bit about the finances, just wanted to point out that dcyf funds a large

spectrum of funds, so costs vary widely. if there is one-on-one, that can be more expensive than group services. a lot of the time older youth programs particularly justice-related programs cost more and are more intensive than an after school program, for example. i know we're working to keep under 5 minutes, so wanted to flag that our website, dcyf.org, has year-end results for every program that we fund and you can see highlights by district. i'm really excited that our data and evaluation team have been using the tableau tool. you can also look at r.f.p. results. there are significant cost-drivers that are community-based organizations are facing, salary, fringe costs, rents and other factors doing business in the city.

so just wanted to share with you some graphics here. we do have services covering the whole of san francisco. there's a focus where the need is greatest, but we have services all around the city, which we're really proud of. additionally, we've been tracking data about race and age of our participants and will continue to going forward, particularly since we have a strong focus on equity. the right size is a range of programs. it's work force development, violence prevention, as well as out of school time and other initiatives we have in place. this information here is related to the '16/'17 years with final reports. we'll have reports done in the upcoming months and then