want to see zero incidents. i know no night club is perfect, and you can't have control over a really aggravated patron. that may just be part of their personality, but when i think about it, i think how do you not even invite that person in to be there in the first place? i do think it is a little drastic to dial it you will athe way back to midnight again, so i do support with what commissioner bleiman says, and that's how i'd like to see this move, but we can discuss that more. >> what's on the table? is it 1:00 a.m.? >> the motion is for midnight every day, but the comment is at it might put him out of business. >> do we have to take a vote on the midnight? >> unless the originator of the motion changes that motion and it is seconded. >> or somebody makes a friendly

amendment. >> if it's friendly, then, the original motioner needs to say that it's friendly. >> i'd be willing to take this -- a friendly amendment because i'll acquiesce to his -- the commissioner's expertise in this in putting him out of business, and i do not want to do that, but -- so i will, with the permission of the second, move to close friday and saturday night, meaning saturday and sunday morning, at 1:00 a.m. >> i'll agree with that. >> okay. so the motion has changed, and the seconder's agreed. >> could i add one friendly? >> sure, yeah. >> i want the security increased in the front at closing, 30 minutes before closing of doors -- i'm sorry, 15 minutes before closing the doors, whether it's 1:00, 2:00,

whatever we decide, but 15 minutes, guards out front, and then 30 minutes after doors are actually shut or when patrons are out of the building, 30 minutes outside to sweep the street. so right now, there's no condition on how many guards to have based on capacity. usually, it's 50 guards or sometimes 100 for every -- i mean, one guard for every 100. i didn't see anything on the conditions. i think if you did one guard for every 50 people, you're at 532 capacity. that's basically 11 guards. now, you say you only have eight. can you put six guards in the front, that's the thing? so -- >> so commissioner lee -- >> yeah. >> -- are you asking for a

proportion, 50:1, are you asking for six at the front at all times? >> well, it is, if the -- yeah, yeah. so the -- okay. my amendment, then, because i don't think at the 1:00, they're going to have much issue, but i still want at least six guards outside. >> 15 minutes prior to close. >> 15 minutes prior to close and 30 minutes -- >> afterwards. >> i can't remember. sweep the streets. >> i'd like to propose a friendly amendment. >> okay. let's -- well, let's go one by one. is there a friendly amendment? >> yes, i'll accept that friendly amendment. >> i'll accept. >> okay. so that's another friendly amendment. commissioner caminong. >> i'd like to increase the perimeter sweeps by 100 feet, and also require calling 911. >> is that a friendly

amendment? >> yes, i'll accept that. >> seconder accepts. >> can i make one final friendly amendment. i think a lot of these security conditions could be also wrapped into a revised security plan, so i don't know that it's necessarily adding a new condition, but maybe a recommendation once we approve this is to see a revised security plan to illustrate all these new conditions, and that's completely enforceable, so i think, you know, right now, if we reviewed parts of their security plan and felt like they haven't been in compliance, we could move towards do we feel that they haven't been complaint. do you have -- >> yeah. so i guess i need a little more clarity on a few of these friendly amendments.

so first going to commissioner lee's friendly amendment, so you wanted -- i got 15 minutes before closing of doors, and up to 30 minutes after closing of doors, you want six security guard's? >> front. >> at the front. so that's the only thing in terms of security that we're amending in terms of number of guards. >> at this time because if they go for the 1:00, i don't see that they're going to have a whole lot of issues, but if it was 2:00, i would have added more, but at least they have that many guards outside at closing. >> okay. so six guards outside at closing, and that is going to be 15 minutes prior, up to 30 minutes after closing. and then we have security perimeter up to 100 feet. that's the radius. can you guys flush that out a little bit more? >> yeah. >> did you have a -- what about that? >> like, number of security.

>> i thidon't have an idea on number of security. >> i think if you look in terms of good neighbor policy, two shall walk the radius to inspect. >> the reason we picked six guards is because john said they work better in pairs. three teams outside sweeping. >> i only care about where the incidents are occurring, if they're occurring 100 feet away from the venue, they need to handle it, especially if it's their patrons. if they have somebody on the ground, and they need somebody to help them, 911, they should be calling. >> no. [inaudible] >> yeah, there's an issue on insurance, because you know, they can only go certain pafar

and if they get injured, sometimes they're going to be a problem with that. [inaudible] >> i think the -- i think the code says, what, two, 300 feet from the front door? >> code says -- it directs to 50 feet from the -- from the property plane, so that's what the going -- you know, the standard is. but we have, in the past -- and perhaps it was not correct to do so, but we have in the past conditioned permits to go further. >> yeah. i think, like, the armory, we conditioned -- there's definitely other examples. again, whatever implications that might have on insurance or other liabilities, we can interrogate that more, but i think it's a -- i think we should feel comfortable to do that at this time, and if they want to challenge that, they can. so i don't know if -- >> and then, sorry, one last

question, that final amendment calling 911, do we want to flush that out, like, in the instance of any fight inside or outside of the premises or are we saying a fight that has -- you know -- i don't know. this is a question from the permit holder, too. like, what does that entail? >> if i'm not mistaken, i think that's already in the code. >> yeah. >> because the venue operator is required to call 911 in certain incidents. >> it is, and it's actually a ground for suspension if you don't call 911. in the instance -- i'd have to read the specific language, but you -- >> or maybe we're just doubling up on something -- >> yeah. if you look at their security plan, 911 is referenced several times. if there's an active shooter. there's a whole escalation protocol procedure. it doesn't say dial 911, it

says, like, to contact police. >> okay. >> so if we could look at that and say if that's appropriate right now. i think the concern is coming from, like, hey, there is this incident that escalated that didn't get reported, so, like, how -- what are we trying to do with that. >> if i'm correct, we're asking them to amend their security plan. so maybe we can ask them to highlight in better detail the 911 response plan. >> yeah. >> it's a form -- there's an incident report form that time, date, witnesses. >> all right. so if i'm getting all of this right, all of these securitition conditions, you want to see this -- security conditions, you want to see all of this given in a revised security plan to myself and

central station. >> that is right on. >> okay. >> do we want to set a date? that's the question. >> two weeks. >> yeah, it usually requires two weeks. >> two weeks. >> a revised security plan in two weeks. >> okay. so is that friendly -- >> yes. >> second? >> yes. >> is that all the clarification you need or do you need more? >> no. >> okay. let's take a vote. [roll call] >> the motion passes with all the new conditions please work with our staff and try to tease out these details. i do hope we don't see additional incidents. and as we said, kind of the other times you've come here, if things go well, we'd happy -- we'd happily loosen up the conditions and let you run

up until 2:00 every night, but i don't think we saw that tonight. so -- all right. we have one more tight on our agenda, which is commissioner comments and questions. so i have number eight. ition commissioners, would anyone like to say anything? commissioner bleiman? >> i would like to say when i was 21 years old, i visited san francisco for the first time, and i went to a straut restaurant called sushi zone. and there was a two hour wait, so i walked across the street to another sushi restaurant, and i saw a man in a

construction shirt, singing karaoke, and i thought, this is where i want to move. this city is home. >> commissioner perez? >> commissioner, i am sad that you are going to be leaving us, but i hope that you are going to be enjoying your retirement, and i hope to see you around town. >> thank you, commissioner perez. i do want to say thank you. it's an honor to be a commissioner in san francisco. you know, when i got approached to do it, it was like wow, that's kind of cool. but then to come on this commission and have all the commissioners, both president tan and pat, with their guidance and understanding to help me along, it was an experience, and it's definitely been great -- and the staff.

you've been awesome. >> commissioner caminong. >> yes. i want to wish commissioner lee a happy belated birthday. >> shhh! don't say that. >> well, thank you, and commissioner frost, pleasure being my wing man here because when it comes to the police, man, what a breath of fresh air right here. you know, it is a good -- he had a lot of good things to say over the years. if i'm driving in your parade, i'll say hello. >> commissioner frost, thank you for your time on this commission. you know, i guess a little nervous when i hear about who's the next police rep going to be because i think the fare is you could be really heavy handed, that you might not support entertainment actually, and actually, that was, like, completely not true about you. you were a full advocate for

not just entertainment, but an advocate for safety. i hope whoever comes in next, can fill in your hshoes well, because you've asked great questions and been smart and needed to be tough when you needed to, as well. so thank you for that final motion, and hopefully, we will cross paths again. and good luck with all the st. patty's day planning in the future. any other comments -- i do also want to acknowledge -- i know our staff kind of came together and maybe commissioners, too, but larry harvey, who is one of the founders of burning man, which is near and dear to my heart, passed away on april 28th. he is a pillar, i think, of the arts, of entertainment, of san francisco, so he'll be dearly, dearly missed. i hope as a city, we can find a

way -- i know -- i know senator scott wiener pulled together a commendation of him, but i hope that as a city we can come together to find a way to give credit to this really important cultural force, as we do with all the really incredible cultural forces we have in this wonderful, wonderful city. so any way, rest in peace and thank you for all that you've contributed to the world, larry harvey. any final thoughts? all right. any public comment on our commissioner comments or questions? no one's left to do that, so i'm going to adjourn this meeting. thanks for staying around this long. this meeting's adjourned at 8:53.

>> supervisor cohen: looks like we are ready to go. >> clerk: okay.

yes, we're ready. >> supervisor cohen: all right. ladies and gentlemen, i want to welcome you back to the budget and finance committee. i want to thank our friends at sfgovtv with assisting us with today kazz broadcast. our clerk is mr. victor young. to my far right is supervisor she heavy, to my right is supervisor -- and bringing up the far left is supervisor yee. mr. clerk, are there any announcements? >> clerk: yes. please make sure to silence all cell phones and electronic devices. items acted upon today will appear on the june 5 board of supervisors agenda unless otherwise stated. >> supervisor cohen: all right. thank you very much. so colleagues, i want to thank everyone that's in the chamber with us today, not just my colleagues but the department heads and staff and members of the public. today marks the first hearing of what we will call the may 1 budget, which is 12 departments

whose budgets are released in may, many of which are revenue generating and rely less on the general fund than do -- less on the general fund than the may -- excuse me, than the june 1st budget. so in these hearings, i hope to shed some light on what our departments are spending money on, both from a policy perspective, looking at capital improvements and how many people -- how many people they are hiring. today, we have a -- today -- today, we will have first round presentations from these departments. next week, we will hear reports on these same departments from the budget and legislative analysts who may recommend changes to their budget, so again, just to recap, we're going to hear from departments today, next week, we'll hear from the bla, so we're not going to hear back from the bla reporting back to us this week. there will be a public comment

at the end of the department hearings. i've asked each department to keep focused on strategic remit, service changes and to focus on significant changes from last year's budgets. again, i've asked their presentations to be no longer than ten minutes. again, i'll begin with the airport. >> clerk: madam chair, may i read the items? >> supervisor cohen: yes, please. could you please call item numbers one, two, and three together. [agenda items read ]

>> supervisor cohen: all right. thank you very much. i will read the order of the departments that will be presented. first we will hear from the san francisco international airport, followed by the library, department of the environment, san francisco employee retirement system, the rent board, building inspection, and the san francisco unified school district -- excuse me, i'm sorry. the san francisco international airport, the port of san francisco, sf library, mta, child services, the law library, rent board, appeals board, inspections, puc, and

then will be the san francisco unified school district, particularly the transfer. so first, we will start with mr. sativar. >> good morning, madam chair. thank you. thank you for the opportunity to present the 2019 budget. our airport, we continue to service the community and our strategic plan and our budget priorities closely align. we continue to be well supported by our core values and in particular, safety and security continues to be our top priority. as i said, our budget is in strong alignment with our strategic plan, and it's in strong alignment with the growth we've experienced recently. we continue to see strong growth, and since 2008, sfo has been the fastest growing hub in the u.s., and last year was another record breaking year where we achieved 54 million

passengers, which was an increase over the entire year. if you look at the chart, we've consistently exceeded our expectations. this success created some very positive outcomes for the airport as well, and as a result, the budget focuses on ensuring we're continuing to allow for this growth while still providing an exceptional level of passenger experience. as you can see, we continue to see strong demand at sfo, we have significant new carrier destinations as well as route expansions and that's helping to boost our competitive advantage with the airports that we do compete, particularly in the international market. you can see that the slide shows for fiscal year '18 and '19, we anticipate 17 new daily flights to 16 new domestic

destinations and 13 new daily flights to 13 international destinations. and so in sum total, by the end of the year, we anticipate 657 average daily departures to a total of 133 destinations. as you know, alaska acquired virgin america, and they've shown a strong desire to build their presence on the west coast with this purchase. they are now a 13% airline at sfo, and we see increased competition in the markets that they fly, airlines adding service, which is a great thing for our growth as well as a great thing for the traveling public in terms of fair competition. and with this growth, we're seeing significant increased revenues, and as you see in the revenue chart, we combine airline and nonairline revenues, and we see that growth rate at about 7% average over the past five years. we continue to focus on

maximizing nonairline revenues. this is a very important part of our structure in that it helps diversify our revenue base and helps us be cost competitive for the airlines, and that 15% of concessions and ground transportation revenues are contributed to the city for services each year. and i'll just highlight the annual service payment and how that's grown over time. you will -- this year's anticipated payment will be 45.6 million. it has tempered a bit as a result of our construction program, our $7.2 billion construction program, and what that has impacted is the number of food and beverage concessions and retail service which was reduced revenues to an extent. we will see this as well, not

quite the consistent growth that we've seen in the past, but in 2020, that will catch up as all of our food and beverage and retail operations come on-line as our capital plan subsides, so we anticipate to go up to 155 concession leases in 2020, including our new duty free lease. our budget is focused to allow for continued to growth, and with this growth we do see constraints in existing operations and our facilities. as a result we continue to focus on these growth related needs. and just to highlight a few of those, safety and security is, again, our highest priority and our initiative is around increasing the increased visible police presence at sfo. our capital plan is in full stream ahead mode, and the debt service that accompanies that capital program. we are also focused on meeting

passenger plans in terms of gate availability, terminal cleanliness, that passenger experience piece, and, for example, this year, we have ramp operations which allow us to continue to accommodate that growth. we're also prioritizing efforts around traffic congestion and curbside congestion, and so we have initiatives to deal with the tnc operations that have become so prevalent in our operation. one out of every two vehicles at sfo is an uber or a lyft or a wings vehicle, so we have plans around reducing and mitigating curb side stablt. and achieving net zero energy, zero emissions and zero ghg emissions. so related to our proposed two-year budget, and it is fully supported by airline revenues, if we could focus on the first line, our proposed

budget for '18-'19 is 1.16 billion. this is a 10.7 increase over last year, and that increase is associated with the debt service on the capital improvement program, the wage, benefits and cola increases, contractual services, such as air trained service and parking management services, as well as this police initiative on visible presence. and then our proposed but jet for the following year is 1. -- budget for the following year is 1.1, and this is related to debt service on the capital program as well as that increased police presence initiative. and related to police presence and the budget we've established for that, we're focused on funding for police academy classes over the next two years and increasing our police count up to 287

officers -- uniformed officers. that is based on a baseline study we did on law enforcement needs from starting from a zero base and then building up from that, and that's how we got to that number. also, in the budget table, you'll see that over time, it's increasing slightly. this is related to anticipated emergency maintenance staff response as well as communications and dispatch over time that we anticipate to support air field operations. and then, a restatement of our annual service payment line, and then, at the bottom, you'll see the operating positions, and we're increasing the count -- proposing to increase the count by 12 positions next year, and then remain flat in the following year. >> supervisor cohen: i just want to bring to your attention, you have two more minutes. >> okay.

thank you. capital improvement program continues to do well. we've completed 1.6 billion of work, and this is focused on terminal redevelopment to improve the seismic safety of the facilities as well as provide for that customer experience. the airport hotel is a key initiative of this as well as our shoreline protection program, and then, we have some other programs related to security, infrastructure, long-term parking, air train extension and additional gate enhancements. next slide is around our job training program. we're very pleased with the success of our programs, we have two that target at risk youth. career connect is an important program and our college intern program. last year in total, we had a total of 180 interns, and this year, we anticipate to bring in about 197. we also have two new training programs around the hotel hiring as well as working with city build on a steel

worker-ironworker training. and then, related to permanent jobs, we're pleased with that work we do. we've been partnering with the bay area counsel on hosting job fares. we achieved a 38% -- 39% local hire rates, and this year, we're about 627 local hire. and then, around small and local business, that continues to be an important part of our success and the passenger experience. we are, i think, doing well in the construction program. we're at about 18.5% lbe participation with $292 million in work, and then 72% of our concession revenues was earned by local businesses. and then, you can see some of our key policy initiatives for this coming several years. i just put those in there

around wages around curb side congestion, around technology improvements, sustainability and aircraft noise, things that are key to the airport and to the community. thank you. >> supervisor cohen: thank you. quick question. i want you to go back to explaining a little bit what drives the increased need for police officers, and you said that you were supporting the one police class. is that what you said? >> we are proposing to pay for four academy classes over the next two years. >> supervisor cohen: so i'm a little bit confused how that will work. i understand that draws down from the general fund, so would you be contributing moneys to go towards a police academy? >> what we do now is based on our mou we pay a share of academy based on the number of recruits and positions. but we worked with the police

on having dedicated airport classes that we would pay for in full. >> supervisor cohen: i understand. and so there are approximately 80 officers in training that will be on the street in september. are you not able to access those newly trained officers? >> maybe i can ask the chief schmidt to answer that. >> good morning. so the -- the classes that are currently in are general fund classes. when the airport works with the chief, they -- and with your approval, set aside money to fund classes. once those classes start, and they complete the training, at that point, the chief transfers members down to the airport and then, the money's transferred -- >> supervisor cohen: so as of right now, the officers that are going through training cannot do performed duties at the airport. >> that's correct. >> supervisor cohen: okay. so that's a special training.

how do you -- >> well, any officer that's transferred to the airport get special training, but none of the positions that are training in the city are not designated airport positions. they are not funded by the airport, they're general fund. >> supervisor cohen: i know, but the airport can transfer some money to the general fund to pay for some of those officers. i'm just trying to think of the most efficient way to get the airport the officers that they need. it sounds like there's not an immediate demand for it, it's that you plan to have it in the future. >> right. this represents the planning for the next two years so the airport can fit them in. >> supervisor cohen: okay. thank you very much. so i guess maybe you can tell me some of the qualitative needs that you see in your desire -- in your desire to seeing more officers at the airport. >> sure. glad to. you know, we have four

terminals, and with global events and terrorist threats, and airports becoming a desirable target, you know, my feeling is the visible presence is the most important part to protecting the public. and when you think about airports, there are vulnerablities in the ticketing halls, and in the checkpoint, places that people cue that it's very important to have that visible presence, the ability to respond, and we've seen that in recent events in florida and l.a. so this is that initiative to build up the visible presence but then also enhance the perimeter of the airport and have more folks in cars on the air field. >> supervisor cohen: have you reached out to homeland security? are there any federal dollars to assist with the ramping up of the police at the airport? >> i have not. i will reach out to them and ask that question cone cone 'cause it seems that the airport would be in their

purview of interest when it comes to homeland security. >> yes. thank you. >> supervisor cohen: so real quick. and how many officers are you looking to add to -- to the airport? >> about 100 over the next two years. >> supervisor cohen: and how many do you have now? >> 180 total uniformed, thereabouts, and we have police service aides, as well. >> supervisor cohen: so you're looking to get 280 total. >> am. >> supervisor cohen: so a 24-7 cycle? >> yes, ma'am, it's the 24-7 cycle. >> supervisor cohen: and i believe chief schmidt said the officers receive some sort of specialized training of some sort? >> that's right. airport specific. >> supervisor cohen: is it deputy chief? i think i gave you a promotion when i said chief. come on down, schmidt. >> i don't think the process is that easy, in my experience. >> supervisor cohen: that's

right. can you explain to me the distinction between the training -- between the specialized training that the airport officers receive versus those that are just on our streets? >> sure. so there's federal mandates that control all airports, and when officers arrive from the city, we put them through a 40-hour training to familiarize them with the federal regulations controlling the air field, the security versus the nonsecure side, movement between the two. they go through a badging process, and then, we -- once they finish that week-long training, then we deploy them with other officers so they can work through the different assignments, then after that, they work pretty much on their own. it's pretty much unit -- suo environment. >> supervisor cohen: what? >> suo, solo unit officer

environment. >> supervisor cohen: okay. i don't have anymore questions. i think supervisor yee has one. >> supervisor yee: thank you, chair cohen. my question is in regards to the employment opportunities. and this, traditionally, when people talk about employment opportunity, they often times leave out certain subsets of people, and maybe it's not true here, but i'll ask the question. i just had a hearing on the gaps and opportunities or lack of employment for seniors who are -- who want to reenter the workforce and also for people with disability. are you working with those two groups of population to see if we could help them? >> we are working with the disabled community. the seniors, i am not sure, supervisor. i will have to confirm that,

get outreach there. >> supervisor yee: yes. from the hearing, it seems like there's really more people that want to reenter the workforce because of their fixed income that's not making it manageable for them to live in the city, and they want to go back into the workforce. and many times, part time. >> thank you. we'll follow up on that. >> supervisor cohen: thank you. supervisor fewer? >> supervisor fewer: yes. thank you very much for your presentation. so can you -- just for clarification, going back to supervisor cohen's questions about the added police presence at the airport, what does the command staff look like in that overall structure that you're looking at in the next two years? 287 police officers, and what does the command staff look like? and also, isn't it true that there are police officers that are trained at our academy classes that are transferred to the airport academy; that they

don't have to go through a special academy that is just designed to do the airport, is that correct? >> you know, i'll answer the second question first, if i may. there is a seniority list that's established. that list is where we go to get all the officers, so there are no academy graduates that go directly from the police academy into the airport. it all comes off the seniority list. >> supervisor fewer: great. >> and there's quite a long list of that. >> supervisor fewer: so when you say you are funding two academy classes, then, you are saying that you are funded two academy classes for the whole of san francisco. and then, you will take recruits off of -- i mean, i would take people from the airport off of that seniority list, but everyone is thrown into the same sort of pot of employ -- police officers. and then, you say, we need 20 more, and you look off the seniority list, and you pick off of that, is that correct?

>> yes, that's correct. 50 officers that may go through the academy class, 50 officers come off that seniority list-- >> supervisor fewer: thank you. i think that clarifies it. and then, your command staff? >> command staff, we're looking at 12 captains -- sorry. three captains, 12 lieutenants. >> supervisor fewer: yeah, that shocked me. >> there's a total of 15 -- 16. >> supervisor fewer: 15 command staff folk snz. >> 16 command staff folks. >> supervisor fewer: really? >> down to lieutenant. >> supervisor fewer: that is huge. >> maybe... >> supervisor fewer: yeah, maybe the expert on police staffing. >> so the command staff would remain the same. there's currently a commander position, a deputy commander, and three captains. the staff would see some growth

in the lieutenant level and the sergeant level. >> supervisor fewer: so deputy chief, you say there's one commander, a deputy commander? >> yes. >> supervisor fewer: okay. let's go by hierarchy. what would be the growth? >> the growth would be to 12 lieutenants we currently have ten. >> 12 lieutenants, and how many sergeants? >> we would go to 41. >> supervisor fewer: so 41 sergeants. really, for the airport, you have that much management staff at just the airport? >> so the airport, the way it's organized is by three bureaus. so i, with the commander oversee an administration bureau, traffic bureau, and a patrol bureau, and each of those bureaus has a captain. and then, under each of those captains are some lieutenants.

the traffic bureau, for example, is different than the city. there's 184 police service aides that work in the traffic bureau. and then, there's roughly 27 sworn members who work in the traffic bureau, as well. that includes your motorcycle patrol enforcement, it includes the ground transportation unit, which is -- regulates -- with the airport's ground transportation unit, partners to regulate the vehicle for hire. and then, so -- >> supervisor fewer: vehicle for hire is. >> tnc's, ubers, lyfts. that industry and the impact on the airport road ways and the job of the police department. on the road ways of the airport, there's 800,000 tnc trips every month to the airport. that's a tremendous number of people coming on property that have to be -- that has to be regulated to ensure they're

following the rules of the road, that it's safe. and that's just the tnc's. there's also the limo drivers, the buses; you know, every other vehicle for hire has to be regulated. that's done by the traffic bureau at the airport. >> supervisor fewer: i find this fascinating since we have invested so much money into b.a.r.t. to the airport. this is fascinating. thank you very much, deputy chief. i appreciate that. >> okay. >> supervisor fewer: i have another question about the tnc's, and you talked about tnc management. have we ever discussed that we are able to have taxis only at airports, meaning that we wouldn't have tnc's, we'd just have taxi only lanes that have curb access to the airport. tnc's would not be allowed to have any curb access at the airport? are we able to do that, and have we ever discussed that? >> we are not able to do that, restrict lanes to taxi -- or to

nontnc. we have a taxi only curb. we can't restrict to only tnc operations. >> supervisor fewer: you can't make your curb space taxi stands? >> the taxi -- they actually have taxi stands at the airport, so there is in the lower level, they have a median. >> supervisor fewer: yeah. so i think what i'm saying is you can't reserve all your curb space to be taxi stands? >> no. we provide most of our curb space against the terminal is for the public, and now the tnc is inter-mingled with the public for all the access. >> supervisor fewer: yeah, it's a mess from when i go there. you say you're partnering with companies for internships. how many of those internships lead to jobs at the airport. >> i can speak to the engineering architecture programs. i would say a large percentage

of those. the other one, i couldn't give you a range. i'm not certain. i'll report back to you on that. >> supervisor fewer: okay. and then, the other one, i see your revenues have gone up and you have an increased budget for the next two years of 10%, 11%. as you're aware, prop j was passed in 1976 or '79 -- '76. it was in the state of emergency, you are able to contract out positions. and when i look over the positions, those are entry level approximapositions, and contracted out to companies. but we are no longer in a state of emergency as we see your budget is increasing, and probably due to your good fiscal management, and so we

were wondering, i was wondering if those positions that are currently contracted out through proposition j, if you have any plans to incorporate them into permanent civil service positions? >> you know, there -- i think we have about five contracts that are prop j contracts of different -- like air train and parking management and those. let me do a deep dive and see if those opportunities exist. >> supervisor fewer: that would be great. i just want to commend you on your local hire on your construction jobs. i think that is excellent. have you ever considered a local hire being a policy for airport hiring, not just construction jobs, but actually for the other jobs at the airport. as you know, the state of retail in san francisco is at a crisis level. i think that we are looking to put homeless people back into jobs, we are looking anywhere we can find for entry level positions that these job training programs through oewd

and hsa, and are you partnering with hsa or oewd to fill some of these positions. so are we looking for those positions to slot people into? and i think that the airport has such a good reputation, actually, of how they treat their employees, and the working conditions, i think would be excellent to integrate some of these people in. and after looking at the prop j jobs that are contracted out, most of them are entry level positions that those positions could be substituted for. >> we've got a good relationship with the oewd, so we'll reach out. >> supervisor fewer: thank you. >> if i could correct something i said about the uber and lyft, we do have an initiative that may -- first the pick ups, to move them into the central garage, and that would take them from the curb side, and eventually the drop off, so we're trying to incentivize is

with some premium pricing, but can he can't restrict their access. >> supervisor fewer: -- but we can't restrict their access. >> supervisor fewer: okay. thank you very much. >> supervisor cohen: thank you. supervise stefani? >> commissioner stefani: i was wondering, how do we compare with other airports in terms of police staffing? >> you know, the metrics we use are around officers per-100,000 passengers-type thing. and we are on -- we were on the low side, i think, of most -- a lot of airports are now trying to increase at the same time because of the vulnerability of airports, so you do see airports ramp will up police staffing, so right now, the metric doesn't align to what the needs are.

i think airports are trying to move up to protect those vulnerable spots. so when we're at that full staff, i will be able to measure i think what other airports have done, as well. but i'd be glad to give you a report of what we've done so far, actually. >> commissioner stefani: okay. that goes to my next question. how does the increased expansions and loads affect the officers? >> it's significant just because the amount of additional space to cover is an important aspect; the amount of activity and passengers that we're experiencing. our growth has just far outstripped what our projections were, and so that's put a lot of strain on our police force, as well. we believe this accommodates the growth that we'll be experience is in the next five years. >> commissioner stefani: are you experiencing the property crime epidemic in the airport garages, is that occurring there, as well. >> you know, we do get episodic

incidents like stealing of catalytic converters. there will be a period when that happens. not so much the break-ins, but we do get car thefts once in a while. >> commissioner stefani: and is that something police officers can help with? >> they will. >> commissioner stefani: okay. and one last question. do you have active shooter trainings for staff? >> we do for all and including all of our airlines and other partners. >> commissioner stefani: and is that something also that the police officers are involved with? >> they are. we just did our annual emergency exercise last -- well, i guess it was last october, and that was an active shooter full scale emergency exercise with all mutual assist in our law enforcement. >> commissioner stefani: thank you. >> supervisor cohen: supervisor sheehy? >> supervisor sheehy: so back to the tnc's, our favorite subject. so how are they -- you must charge them a fee, right? >> we do. we currently charge the tnc's

$3.80 for pick up and $3.80 perdrop off. >> supervisor sheehy: and how does that compare to the taxis? >> the taxis pay $5 total. >> supervisor sheehy: and how is that added up? >> we factor in all of the curb side costs, the ground transportation costs as well as maintenance of all of the facilities that they utilize, and then we come up with a costal indication methodology. >> supervisor sheehy: do you add in the police supervisor ability? >> yes, i believe we started factoring in those costs. >> and do the tnc's require a permit or can they just come?

>> the tnc require a permit, and we issue those permits. >> supervisor sheehy: so are we sure we're covering all the costs associated with having lyft and uber at the airport? >> you know, we've challenged the team to look at all of the maintenance costs and be not creative, but be reasonable about what the impact is because it has become so overwhelming. to me, the next -- i think we've done everything to capture their impact in terms of operating end cap and maintenance costs. the next question is around capital costs and is there a means of having them start -- how do we think about them being part of the capital recovery, like rental cars are, but that is not allocated -- legislated to allow for that. >> supervisor sheehy: do they park on airport property? do they cue? >> we have a tnc lot at the south end of the airport with about 200 spaces, and then, they are dispatched from there to the terminal road ways? >> supervisor sheehy: and how

much do they pay for that? >> there is no fee for staging. >> supervisor sheehy: how come? >> because it is recovered with the passenger pick up and drop-off fee. they get dispatched, and then, when they pick up, they pay that $3.80. >> supervisor sheehy: and then, there is a lot for cabs. >> the first floor of the garage is pretty much dedicated to cab staging. >> supervisor sheehy: and do they pay a fee for that. >> that is -- the $5 fee is intended operation signal cost >> supervisor sheehy: so why is there a delta, $5 for taxis versus $3.80 for tnc's? >> volume. tnc's are now 75% of total ground transportation, so that proportion of movement is far greater than the taxi movements, which are about 10%, so you look at it on a number of trips basis, that's

allocated, and some of the transcripts don't get allocated as far as what they use of curb side management or policing of the different areas. >> supervisor sheehy: do you look at the impact on the road surfaces? or do you maintain -- isn't the airport responsible for paving, maintaining the roads 1234. >> -- roads? >> we do, and we do incorporate that into our models? >> supervisor sheehy: well, you do, but you charge $5 for the taxis when 75% is the tnc's. that's got to be a lot of wear and tear. >> it is, but they -- it's a total of 7.60 for 2 nc. what we're looking at is the premium curb side model fee, too, to incentivize them to use the garage. >> supervisor sheehy: any way we can capture -- obviously, our taxi industry is diing, and

that's probably the one place we can save them. again, not to discriminate unnecessarily, but there is kind of an issue here when you think about that the taxi drivers have paid the city $200,000 for medallions, and we're kind of -- i think that they're -- i think perhaps -- and i don't want to go through this all -- use all this time because i think we have a long hearing, but maybe there should be a discussion between mta and the airport because we have collected with one branch of city government $200,000 for me tall dme -- medallions for taxis. they're basically going bankrupt from these medallions. i think since we've saddled them with this debt that we don't saddle with tnc's for. the one piece of property we do own where they could get an advantage in picking up and

drop off is at the airport. and while they have small advantage, if we can make that better, maybe that's a place, for instance, where we can just waive their fees altogether in order to help them some way mitigate -- because we basically have taken these folks, and we're driving them out of their homes and we're making them bankrupt. we know in new york city, we had suicides of taxi drivers that were stuck with medallions that we couldn't afford. but that's a longer -- that's another discussion. i think -- yeah, that's it for my question, though i think that somebody's looking at a taxi measure around tnc. maybe they should find a way to -- to look into that. >> supervisor cohen: okay. i called a hearing with the tnc and the taxi. we'll hear that in a few

minutes. i think i'm concerned over yaul with the number of officers that you're -- overall the number of officers that you're requesting, so you should be prepared to did he fend that and prepare some analysis around that the next time you come back. but we don't need to get into it today. i appreciate your high level analysis of the department. keep doing a good job. >> sure. >> supervisor cohen: next, i'd like to bring up the port of san francisco. all right. the next department presenting is the port of san francisco. elaine forbes is the executive director. they've got a total budget of

174 million, of which 9.8 million is general fund. >> good morning chair cohen, members of the committee. >> supervisor cohen: good morning. >> elaine forbes, executive director of the port. i'm joined by my staff, and we're here of course to present the proposed two-year budget. the port is on a two-year budget cycle as other enterprise departments are. our two-year budget is really geared to support our strategic plan and it does so in a -- in a variety of areas that the port commission and part a-- port are trying to advantage with our waterfront. first, we are working closely to expand our water system. the network is growing substantially, and as you know, the city needs to increase this. in the area of sustainability as the new director 1.5 years

ago, he consolidated the planning and environment -- i consolidated the planning and environment group to continue to excel our sustainability program in resiliency. of course we're working on the san francisco seawall earthquake program, and this is to address our dual threats of earthquake and flooding in the city. we encourage economic activity for our waterfront, to keep our enterprise stable. we have consolidated a development and real estate under one division, which is to strengthen our asset management and strategic development and leasing for port properties across the waterfront. and lastly, the budget is critical to the renewal and strategic stability of our waterfront plan. we have major strategic plans

that will help us evolve the waterfront to meet the needs of today and tomorrow, we'll also see there's a lot of financial prudence of our budget. we are trying to allocate more and more of our budget to capital, which is important that we keep our facilities in a good state of repair. 55% in year one is in general, and 35% in the second budget year. >> supervisor cohen: can you just do me a favor and change the slide? >> i'm still on that slide. i'm sorry. i'm going on and on about the strategic plan, but i'm moving now. thank you, chair cohen. in terms of our revenue, you'll see that our revenue budget is at 188, which is down--is up