on a career ladder and ensuring they have progressive employment and career pathways to allow them not just to stay in san francisco but to succeed. that is why that is something at the core of oewd's mission if we can get the slides. thank you. to address this, the city has 17 different departments throughout the city family that do work force development. based on the conversation with supervisor fewer. we want a presentation to share our key projects and programs, and our priorities. also some opportunity areas going to the future. i do want to hand it over to our director daniel who will do this portion of the presentation. ly employee available for questions. >> thank you. it is good to be here. as the mission statement says,

our work force's mission is to create economic prosperity for all residents to put them in career pipelines and pathways. the tree of economic vitality is how we concept on youize our system. reaching to the targeting communities having trouble with connecting to employment. barrier removal, focus programming, career exploration, soft skills development and connection to entree level employment to get that foot in the door. ultimately connecting them to sector academies and moving them along, developing occupational skills training, technical competent tennessees to earn a wage premium and start to career. we partner with 16 other

departments in the city to do this work. also far as oewd work force programming, this slowed shows all of the program areas, amount of funding to those different program areas, and the 16-17 numbers in terms of participants enrolled, what percentage were placed the median and average wages overall. a couple of things to note here. our placements are only counted in they are verified. that mean there is is probably some underreporting in terms of placement percentages. our young adult portfolio and tech assist both have educational programming where an education outcome is the outcome as opposed to unemployment outcome. that also reduces those

placement percentages. there is an education pathway connected with both program areas. i think the only other thing i would point out about the slide, this is where we see with in our sector academies that placement rates have held stable at around 70% whereas other placement rates have gone down between 15-16 and 16-17 as the economy tightened up. you will see an uptick in wages and confirms or verifies we are moving people to career trajectories. a little bit of outcomes in terms of participants. we included the racial demographics of enrollments within work force programming. it is 30% asian, 12% white.

the next slide goes into the neighborhoods. that work force programming draws from and concentration of participants enrolled. i think these two slides go to the fact the work force services are reaching vulnerable communities in san francisco. we draw from neighborhoods and zip codes as this map shows that have a preponderance of unemployment and of poverties. >> as far as the stretch goals for the coming year, we are very focused on making sure this system works as a system and that barrier removal services are removing barriers and moving them into soft skill development career exposure and entry level jobs and along into sector

academies and really working together as opposed to disconnected points of excellence but that don't reach full potential of what the work force system could achieve. we want to build out the sectors and in particular the middle skill, middle wage occupations within those different sectors to operationalize the theory we are moving people along the continuum into sustainable employment and economic vitality, and to the topic of this presentation, the pipeline into city jobs. >> you are at five minutes. >> moving into that i think the real opportunity with city jobs there is a significant amount every tirements that are expected.

dhr are here for questions. there is a significant number evernumber ofthe retirements inw years. they are good jobs, they come with stability and benefits. i think dhr and hsr are involved in conversations how to outreach to under serve communities to make sure people are prepared and connected to city jobs employment. oewd is entering into that conversation. we are doing an analysis of the positions we expect to be created making sure our provid providers know the civil service process so they can guide their participants to connect to those opportunities. we are coordinating with our fellow departments around how to

make sure people are enrolling in the programs they have. if there are any other services oewd can laser -- layer into to make sure people are supported in accessing the opportunities. to the extent there are gaps, we can work together to close those. >> thank you very much. a couple questions. our specialized access team to have high enrollment but low placement. can you tell us why that might be how we can better support those? >> specialized access points are serving targeted communities that have specific and known barriers to employment. formerly incarcerated, veterans, immigrants that received credentials somewhere else that don't map to the american work force and people with limited english. those barriers are difficult to

overcome, and none of our providers turn anybody away. they work with them. in the case of specialized access points. there is a longer timeframe with which the providers work with the participants to overcome things like the need for vocational english or overcoming getting right to work documentation and those types of activities. >> how do we work to support them? >> that ask a great question. >> it is okay if you don't have the answer. it is a question for all of us, not just your department. as supervisors we are your partners. i am thinking about ways to support. a couple things to point out. first, oekd works with the hsa health and human service agency

to build a comprehensive work force development. oewd contracts $15 million for work force development. the way that breaks down such that $8.1 million for sector academies for high skilled work force population, $1.5 million for specialized access points like we were specifically speaking to. another example is veterans. then there is $1.9 million for youth services. those are facts i want to get out there. question for you. do organizations that are initially funded through the r.f.p. process, do they get cycled out for poor performance? >> that is one of the factors that we look at. every time we procure services

it is a new procurement. we invite proposals from existing as well as new agencies as part of the scoring of those proposals. we look for every individual proposal. we look at the things like responsiveness to the strategy, the clarity of the plan, the goals associated with that, the cultural competent staff that are implementing the plan. we look at existing providers, what their track record has been, if they have been successful for us in meeting the goals that we set out for them and they negotiated and agreed to. >> is there a place to find a scorecard to reflect the evidence-based outcomes that is public? is it on the website does it exist? >> we don't publish the scores

for all of the proposers. we can share that with you. >> i don't necessarily mean the proposers. the nonprofit organizations you are contracting with. i am sure you have an evaluation process. i suggest that should be made public like what dcyf has available. >> we don't have that on our website. we can take that and move forward. >> i would appreciate that. how do employers look at work force training programs overall? what is the attitude? >> nationally or here? >> i only care about here. >> i think that employers -- we have built a pretty good reputation for ourselves in san francisco. the sector academies are successful in working with employers. anytime work force is introduced

to an employer, there is maybe a gut reaction or they tend to be a little hesitant and think it is a charity activity or it is going to be really requiring that they extend a lot and lower what their bar for a qualified employee. >> that stigma is something i have heard also, and the flip side is that i have also heard positive outstanding feedback for people who had preconserved -- preconserved notions how they found a rich talent pool. how do we break down the stigma of the work force that they are not as desirable and really

promote that we have an outstanding training program, outstanding young people, not just young people but people in general work force. how do we begin to change that stigma? >> i think it is a multi-pronged approach. seeing believing. we need to work with employers who have already gotten there and have them be champion to the cause. employers trust other employers. on you sector academy has generated that kind of reputation. more and more are reaching out to them pro actively. i think event that the city hosts like the mayor's youth job challenge goes a long way to promote the fact we are doing innovative things in san francisco. it creates a really qualified homegrown work force that employers do not need to import from outside of the bay area in

order to get the real work force needs met. >> thank you. supervisor fewer. >> thank you very much. a couple questions. one is that i know that supervisor cohen talked about the sector academies. i want to look at what starts at medium wage and placement of enrollment is only 52%. what do you think that is about and how can we encourage a higher percentage number? >> the tech portfolio including programming only focused on education outcome. we have included all of the enrollment. if you factor out programming only pointing towards education, it is 73% placement rate which brings it more in line with the rest of the sectors.

i think that really we want -- within tech assess we want to deepen that program and outreach that it is doing into our targeted communities and vulnerable communities, but if we continue the work and can scale it, then i think it is proven itself to be successful. >> it would help diversify the employment base. then the other question. on the work overall enrollment and placement and i see the percentage is 61% enrollment. i wonder how we can also up those numbers. then the second question to this. are you doing anything around employment for seniors? >> yes, to your first question the 61% enrollment. we have actually seen between 15-16 and 16-17 our placement outside of sector dropped around

10%. that really speaks to the tightening labor market and the fact many of the people who are still struggling to connect to employment have acute and intensive barriers. towards upping that number for the population who we really see starkly needs to be served, i think it is developing more case management, more intensive interventions within the access points. again i moving them along that continuum and working as a system in order to move them towards sustainable employment in san francisco. to the question around specific programming for seniors, we don't target seniors specifically. we approach work force services

as any vulnerable population within san francisco should have access to high-quality work force services that meet their needs. we have a diverse portfoliosio of providers that offer that. when we look at our demographics, individuals over 60 make up 7% of our total enrollees. they are accessing the work force system to get the work force services. there is nothing specific that is targeting that group. >> if you had resource would say you ever consider expanding it? we heard a lot of testimony about need for seniors and the need for senior employment to supplement income. would you ever take that on as an area? >> we would be open to expanding as much as we can for as many vulnerable populations as we can. self-help for the elderly,

jewish vocational services are providers of ours that serve a significant number of seniors. we would focus on increasing outreach specific and targeted outreach and coordinating with other agencies that offer services to seniors in order to really make sure we are using resources as efficiently as we can. >> do we offer incentive to employers to hire these people that we have trained? meaning that, for example, if we have a placement and there is an issue that arises, do we have an program where we can be case manager, conduit to help resolve the issues? >> yes, we have a couple ways to offer support to employers, particularly within the tech port fellow use where we know

that cultural competence is an issue for people from nontraditional backgrounds to tech programming. we have women in the trades program for women in the construction trades so that they have support and can troubleshoot issues that are specifically aimed at, you know, entering into an industry that may not have a significant number of people who look like you or have people from the same background as some of the participants we are trying to place. within our more general work force we have retention services. there is follow-up activities that the providers do outreach to those placed to check in on them. it is lower touch but a general check in, how are you doing, are any issues arising? that is more aimed at the

participant as opposed to the employer. within the employer incentive we have ojt dollar also. within our youth portfolio we piloted transitional jobs to create career opportunities. that is the extent of it. >> do we have any data on how long these participants are employed or stay employed? >> we do not. we are in constant conversation was the state to see if we can access that data. we use the ui database, unemployment insurance data base. for the placement for the median and average wages. we have no longitudinal data. >> thank you very much. >> supervisor yee.

>> thank you, supervisor fewer for your questions. it is what i was going to ask. i wanted to let the public know we are putting a hearing together to look at the under employment of seniors and the unemployment and under billion dollaremployedof seniors and thh disabilities. several departments will participate including oawd including my staff is working with the departments to put a work group together to look at that issue more deeper and if supervisor, if one of your staff might be interested in that work group, you are more than invited. hopefully, the next time we see

this economic vitality tree, there will be additional root with the seniors and disabilities as part of this. you may already have this, but do have a program that is focused on working with the school district in trying to get students interested in education in general but specifically early education? >> we have the two programs that we work with, one is making sure that within some of the technical schools the students are aware of our sector programming and can connect to that. that is focused on city build and construction careers. we are working with the school district to broaden to other sectors. we also have competitive grant

from the department of labor around career pathways where we are -- the school district, city college, and oewd are working together to create work intensifieducational experiences where the students apply some of the learning they are doing in an educational setting into a work-based learning environment. i don't know if one of those is what you are thinking about. >> i just feel there is a big need in early education in terms of people entering the field. mainly because of low pay. as a pathway like my own daughter who started in early education, did it for several

years, especially through college. her interests continued. she got her masters to teach in the public schools. it was a natural pathway for her. i wonder if there is a specific program to look at that because many of our young people, especially in high school, they take one or two course city college, they could qualify, they would have some knowledge or academic base for early education programs, for them to sub or something or work during the summer when they always need people, they could earn the minimum wages right away. almost like a win-win to me. >> we will talk to the school district. a couple providers have programs aimed at child development. there is nothing specific within the work force right now.

>> thank you. >> we have exhausted the list of supervisors with questions. thank you very much for your presentation. we are now going to pivot to the presentation by the budget justice coalition. [please stand by]

>> thank you for this opportunity. my name is joe wilson, executive director of hospitality house, representing hespa and budget access coalition. we have several members of the homeless employment collaborative including hospitality house, center on juvenile justice, criminal justice, hiring hall, community services and the major point that we want to make here is that if homelessness is the city's number one priority, fighting homelessness, and investing in employment services should also be a priority

investment for work force development. according to the city strategic plan for work force, one of the goals is to make sure that the work force development system prioritizes services for those populations that are traditionally underserved by work force system and that certainly applies to homeless job-seekers. we also want to make sure that the legislative branch, supervisors, are paying attention to appointment to the work force board and that appointments to the body have experience in public policy or work force. there are seven or eight members of the current body whose jobs really have nothing to do with work force, global policy, public affairs, marketing, that

kind of thing. i think we want to make sure that if we ha of a policy making body, at least people care about it enough to send the right people to the meeting. the other point we want to make here on slide three is talking about policy pillars. prioritizing employment services for homeless job-seekers, number one. every night in the city, we have 1,100 folks on waiting list for shelter. last year one in four homeless people cite job loss as cause of their homelessness. that means that on any given night, we have 300 people who have a prior attachment to the work force, but are not being served by work force development system. i think the board of supervisors

should call for regular updates in terms of what are the policy priorities, how are we doing with our services, are we invest being in coalition and co collaborative efforts and lift up the best of what works in the city. we should be doing that. i'm going to skip down to intended outcomes. assessing median wage job and looking at reduction in poverty and long-term employment. looking at employment barriers removed. those are pillars to look at in terms of measures of success and we would like to point to the homeless employment collaborative on the right side of slide number four, page four. page five, i'm sorry, of

success. homeless collaborative served job-seekers. average monthly earnings at the exit from the program was in the order of $1,500 a month. those employment placements had a high rate of securing housing placement. and so we're doubling up on the jobs housing linkage. almost half the job-seekers are african-american and overrepresented in unemployment population. three-year average is six months. we acknowledge that the cost per placement is probably more expensive than for housed job-seekers. and one major point that we want to identify is two years ago the board allocated an add-back to

back-fill federal moneys lost. those dollars were targeted for employment services and repurposed to accommodate the lapse in the federal cal fresh program. but repurposing those dollars has the effect of addition through subtraction for the employment system. and community organizations know it's still subtraction and you are expecting organizations to fill a need without the resources to do it. they say there's something that this committee can do about that. i want to turn this over to other speakers to come up and under score some additional points. >> supervisor cohen: just want to recognize that you are at your 5-minute mark exactly. with the other speakers, please -- you will have to make a decision. you have to cut. i can't have all these people.

>> we'd like at least a couple of departments. we have community services and folks to be able to -- >> supervisor cohen: how is this different from public comment? [inaudible] >> supervisor cohen: there are people here in line to speak for public comment. the agreement that i had with this organization is that you had a 5-minute presentation and everyone else will have to wait for public comment. >> are there any questions for the group? >> supervisor fewer: i have a couple of questions. can you tell me some of the -- with the community-based employment and it's a collaborative that you see here, what are some of the challenges that you help to overcome for

homeless folks to seek or obtain employment? >> my story, born and raised in san francisco, california. here all my life. economic program, goodwill, conservation core. i had to work hard all my life, but i'm more intelligent than people think i am. it's hard for me. i've been going to mission hiring in community-based programs and i'm discriminated on because of my education. and some of these programs are being cut. >> supervisor fewer: we have homeless students who are seeking employment. we are able to prepare them for

employment. they're ready. their gains are gains for all of us in the city and county of san francisco and their effort -- the efforts of homeless people, not home that are in danger of homelessness but people who are homeless, their efforts need to be funded. >> supervisor fewer: what does your agency do to help them overcome some of the challenges of being homeless? do you help with -- >> what our agency does, before i left to come here, i was helping a job seeker try to get his green card. we're also helping folks with training with soft skills, setting up email, getting a phone, just basic things. even providing them customer service training. a lot of our folks don't speak

english, so really entry level to get them going. >> supervisor fewer: i understand that some homeless folks don't have a place of contact, so when employers say they want to send documents or they want an address or contact place, is this offer something you provide? >> yes. we have a neighborhood access point center in the tenderloin and that's where most of our job employers come to access our job-seekers. and that's their point of contact. they access our computers. they have emails. they can use our voicemail service, taxes, whatever they need. >> supervisor fewer: mr. wilson, you talked about money repurposed by h.s.a. can you tell me the amount of money that was repurposed? was this for fiscal year 2017/'18?

>> yes. it was added back in '16/'17 and r.f.p.'d in '18 and it was to support the homeless collaborative. they're not being supported by our current infrastructure or through h.s.a. way want to acknowledge that oewd has made a lot of efforts to support community-based organizations. we do not prioritize homeless job-seekers. because of these funds, it's back filling money that was lost. >> supervisor fewer: how many clients do you see annually? >> 500. >> the goal is 500. 525 last year. >> supervisor fewer: if you were to scale up your program, do you think you would be able to --

how many -- considering the capacity now, would you be able to serve? i think that employment is part of the solution to homelessness and i think that the homeless population has many more challenges than people that are housed. so i think it's a solution to homelessness. so i'm wondering if you could scale it up, quite frankly. >> absolutely. everything comes down to resources. if we're funded to do the work and have the staff to have the dedication, passion and know-how, absolutely. oewd has been a great partner. they've done a lot to support us. i would like to invite other department heads to join in the conversation and step it up. >> oewd has done a great job. my last question, do you know what the sustainability rate is with people you have placed in

employment? >> retaining employment? >> supervisor fewer: yes. >> i think the goal is 45% and we exceeded that goal following after one year. >> supervisor fewer: fabulous. thank you very much. >> supervisor cohen: thank you. two questions. is there a particular model and framework that oewd laid out in their presentation that you think is particularly effective? >> in my opinion, i think working with oewd has been incredibly effective. they don't have barriers to who we serve. i believe that h.s.a.'s decision to reprioritize not serving people on the streets has been detrimental. >> supervisor cohen: in the presentation that you made, which is expansion request versus ongoing funding?

>> that's a difficult question. collaborative was defunded, so we're looking at restoration, right? it's technically expansion because the money is not available. but if you double the investment -- >> supervisor cohen: which ones are to restore funding cuts? >> the -- restoring the money that was lost, $1.4 million. we have a $3 million total ask through the budget justice coalition we could double the number of job-seekers we're reaching, but i don't think it's necessarily one plus one. there are difficulties in terms of more people being served, more challenges, more resources and more capacity within the organizations, but a $3 million investment would go a long way to bringing that number down and the folks waiting to get into shelter every night and don't have access to the services

through any other traditional means. >> supervisor cohen: to clarify, i'm trying to understand -- you said $1.4 was cut. of the $3 million ask, $1.4 was cut. what fiscal year was that? >> it was repurposed last fiscal year, so '17/'18. a new r.f.p. issued to anticipate the loss of a federal waiver, able-bodied adults eligible for cal fresh. >> supervisor cohen: when it was repurposed, was it repurposed through an r.f.p. and you applied for it? >> yes. and we were told that collaborative efforts would not be supported, nor was it designed for people that are currently homeless. that's all of us. people coming in -- the idea is

to get people to come in. the idea is to get people to connect to organizations. it just doesn't make any sense on any level to exclude those people. >> supervisor cohen: for what reason were collaborative efforts excluded? i agree. it doesn't make sense. >> our understanding is that they didn't feel that the collaborative was the most cost-effective means of serving this population. we disagree. h.s.a. we've been disagreeing about this for about 20 years. the reality is we're paying in some way anyway and the fact is, if we look at our own data that shows us when we first survey the recent homeless population,

85% of the people surveyed cite a reason other than substance use or mental health problems. within five years, that number goes down in terms of the percentage, and triples in terms of the different kind of problems not necessarily a cause of homelessness, but a consequence. the longer we wait to reach people, particularly those with a more recent attachment to the work force, that costs the city in dollars we would not ordinarily have to spend. so making the investment now will save us money later. >> supervisor cohen: thank you. all right. the next policy item we're going to hear is our final one. it's going to be a presentation on clean and safe parks. we have sara madlin from recreation and parks department making a presentation.

>> good afternoon, supervisors. sara madling, recreation and parks department.

before we jump into the budget, quick overview and reminder what we do. we manage 4,000 acres of land including 34 full-service rec centers, nine pools and we've added a few more community gardens bringing our total up to 40. the work that we do is governed by our mission statement, vision and our own, strategic plan that details over 100 initiatives that we're taking to build and main 10 beautiful parks and preserve the environment. we feel lucky about what we get to do because parks benefit us in so many ways, so many different segments of our lives. parks improve health. they add considerable economic value to our city's economy. and provide significant environmental benefits, including our air, our many, many trees, 131,000, i believe,

and cleaning our water. so quickly, to our budget. about 62% of our current operating budget is spent keeping our parks clean, green and safe. about 25% of our current operating budget is spent on programming. those are primarily our recreation programs ranging from tiny tots and swim programs to senior dance programs. we offer over 45,000 programs and had over 60,000 people register in our programs. about 5% of our budget is spent on park safety. the remainder is split between the zoo, the marina and our admin staff. we measure all sorts of stuff. we measure on a nationwide level. we measure on a citywide level, where we report into the

controller. as i stated earlier, measured all of our initiatives that we have through a variety of metrics. we've highlighted a few that we're particularly proud of here, from the very global of being ranked the number three park system in the country, top three the last three years, falling behind only minneapolis and st. paul, which we think should count as one city, frankly. all the way down to the super, super granular, we're looking at things like how quickly we respond to calls for graffiti abatement. 85% of the calls we responded within 48 hours. we've reduced our water usage 43% since 2013. there's another way we evaluate our programs and that's what we call our equity lens. we established a set of metrics

that allowed us to look at what our most underserved areas. those areas are in purple on the map. it constitutes 20% of our city. after analyzing our expenditures program, etc., in those areas, we see that 53% of our capital investment last year was spent in that 20% of the city. almost 40% of our structured recreation and 30% of our volunteer hours took place in the purple on your map. i could spend all day on our accomplishments, but i want my gold star from supervisor cohen, so at this time, a few. one we talk about a lot and are particularly proud of, is the fact that we announced that 100% of the residents of san francisco live within a 10-minute walk of a park or open

space. that makes us the first city in the country to accomplish that metric. we've also been working to add new parks to our system in areas that need new open space. we opened a park at 17th and folsom and just signed closing documents on an area in supervisor kim's district. we feel proud of what we've done working with you on budget over the last years and the nmayor's office. there's a couple of questions i would like to highlight. and that's we worked to expand our peace parks program. it provides recreational opportunities and life skills to high-risk young adults, making sure that 16- and 24-year-olds have something cool to do on a thursday or friday. we've worked closely with public

works to implement their pit stop program or a version of it in some of our parks, park restrooms, adjacent restrooms. and this has created a significant reduction for us in vandalism, and quality-of-life type of instances. so we're looking to expand that in the coming years. i would be remiss if i didn't mention that one of the key ways we provide clean and safe parks is through general obligation bonds. we've been fortunate enough to secure 72% of the vote to invest $1.1 billion in the last 20 years in our park system. it's a really big key to us being successful. thank you. >> supervisor cohen: thank you. supervisor fewer has a few questions. >> supervisor fewer: i want to know if you have a map for the

proposed expansion and where you might be placing them. >> i don't have of a map, but i have a list i'm happy to share with you. >> supervisor fewer: thank you very much. and i wanted to ask -- how much do you spend on park patrol? >> let me see if my colleague can answer that. i believe it's about $7 million in total. >> supervisor fewer: do you have plans to expand those services? >> i believe the budget proposal we're thinking about now includes two additional park patrol officers. we had a significant expansion last year. >> supervisor fewer: do you have a pickle ball expansion plan? i know phil will say, her and the pickle ball again, i notice that you have tennis courts, basketball courts, recreation centers, and i know that we're expanding pickle ball courts, but wondering if you have a plan to expand them and does that

include a budgetary ask? >> very timely question, because we're working on exactly that, responding to emerging recreational trends is a priority of ours and also a challenge. i've never played pickle ball, but i met with multiple people that do. we're working on understanding the constraints associated with adding lines to a tennis court and accommodate it. my understanding from the folks that play is that they would like to play in large groups, so two courts or more tend to be the appropriate place to add the lines. so we're talking about a plan to roll this out. we'll do it through existing dollars. the good news is, the short answer to your question, there won't be a budget ask associated with it because we have resurfacing dollars and adding new lines is not very expensive.

but we want it do it in a thoughtful way and are working with the coalition on a survey and gathering data so we can place it where people want it. >> supervisor fewer: how much is your peace parks budget? >> $500,000. >> supervisor fewer: is there a proposal for that $500,000 to be funded through the soda tax initiative? >> supervisor fewer: that was one of the proposals put forward. >> that means you would have zero money -- >> and no ability to expand the program. >> supervisor fewer: thank you. >> supervisor cohen: that's one perspective. the mayor could fund the program, too. >> absolutely. >> supervisor cohen: there's opportunity there. we'll dive deeper in that at a later date. colleagues, any other questions for the clean and safe parks?

thank you, miss madeleine. what i want to bring to everyone's attention is i have a stack of public comment cards here. we also have a 4:30 special order to take public comment and get budget priority feedback from the youth commissioners. so i'm going to in the 3 minutes i have start public comment. can i get a feel for how many people are here for public comment quite a few. we're going to go ahead and start public community and in a few minutes will have to break it and gavel down to start the special order at 4:30. so i have a -- at this point, i want to open up for public comment. i have mr. charles member from senior action. or maybe it's mosker. pearl brown. anna dela santos.

marina tilado. if you can go ahead and get in line on the side of the chamber. >> charles mosker, resident of district 1. i want it bring to your attention the article on "the examiner" that a long-time tenant is facing the landlord because they're facing eviction. probably 50 sros. a lot of them have lived there for decades. some are seniors, many disabled. the hallmark of capitalism has seen that more and more money

has been going to fewer and fewer people. the pinnacle of capitalism is greed. i was here last week about what happened with iris canada, who was kicked out of a building at 100 years of age. to satisfy the greed of a landlord. the other problem well have is employment. many of us, like myself, have decades of experience in all kinds of indust riries and services. many of them have education of just unestimatable value that can be used for the city and our social and economic needs. as more and more money goes to the top for fewer people, it requires the government to provide more services the overwhelm time capital wants

to expand services is when they're subsidized by the government. it's hard to do that when you run out of many because of capitalism. we have to call on the government to do it. >> supervisor cohen: perfect timing. at 4:30, we're trying to figure out how to take public comment and then go into the youth commission. if you are here, youth commissioners, hold tight for just a minute. do you have a recommendation how to proceed? >> i will get back to you in a moment. >> supervisor cohen: we'll continue with public comment at this time. >> good afternoon. i'm pearl brown. i'm a representative for bayview

beacon, as well as parents for public schools. earlier we were talking, deliberating about family engagement and about how it's an important piece in the city. to make the long story short, i advocate that you guys continue that piece as far as making a family engagement part of the budget. as a parent, it's very important that we have that family engagement. thank you. >> supervisor cohen: thank you. next speaker. >> hi. i'm a former employee of the criminal justice employee. i lost my job when the budget was cut. i hear everybody talking about, who is talking about re-entry or the prison population? i would like to say, we've got a case of lifers. i could have gone over if h.u.d.

and h.s.a. didn't limit my numbers. that's what i served, 59 people placed in a job in one year and 111 on my caseload. our tax dollars paid for their training when they sat in prison. they got out ready to go. they need barrier removal, work boots. everyone working pit stop, working the whatever -- can't remember the name of it, but i bought those boots, barrier removal bought those boots. when they're standing out in their rain gear, that's what we do. the barrier removal. i hear everybody talking. who is talking about re-entry? who is talking about the prison population. as long as we have 8109 and court system releasing these guys, who is working with them. now that i'm gone, who is doing

it? they're homeless. they sat 40 years in prison. is my time up? >> supervisor cohen: 30 seconds. >> all right. the prison population, that's what i'm talking about. who is working the homeless prison population, that's another need in san francisco. we have lifers, 20, 30, 40 years, our taxpayer dollars paid for their trainings. certified welders, construction. they need barrier removal. >> supervisor cohen: thank you. next speaker. >> to the first speaker that spoke from the mayor's office on housing and community program and i also object to 10 companies in the city getting preferential treatment. this will cause some professional embarrassment. there is nothing wrong with

using child psychology on adults. for example, you board of supervisors, you are employees that work for the city of san francisco, and attorney d.a. is also paying payroll taxes. when you get your check, you have payroll taxes deducted from your check. the 10 companies that i'm talking about here is not paying taxes. twitter is a high-tech company that skirted $34 million in payroll taxes last year, thanks to the controversial senate program called the twitter tax. it costs san francisco