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 38.2 from the prior year.

we are trying to control our expenditures. we do have a lot of work at the port, so we're definitely targeting where we spend our money. and again, to capital, which is our key priority. so in terms of our revenue, we see we are growing in all regards except to parking, and i think this is due to trends of people moving to more and more to modes besides the car. we do see some softening at the rate of which we're growing which could be an indication of a rate stablization or even a slow down. we have -- real estate is driving our growth. real estate drives our portfolio overall. we have some risks in our maritime budget as it relates to the shipyard, and we really want to secure a new operator

who can successfully run that facility. so in terms of what's happening in our budget expenses, you will see that we've grown 47% between '14-'15 and the proposed budget year '19-'20, and that growth shows capital. i will note that personnel costs have increased by 10 million since 14-15, and that's primarily from keeping what we have in staffing. so staffing changes, we have a total of 3.5 new fte, but that's completely offset with atrition. we have 12 now project funded positions, and 31 new substitutions and reassignments. those substitutions and reassignments were all director desire to organize the operation in a way to achieve our maximum results, and that's

really the aalignment of the planning and environment staff that you just described and real estate and environment under one director. we also haven't grown our staff very much but we've grown our capital spending, so we're growing a new pmo office. we have 12 off budget positions in total better detailed on this slide. i've been talking of how well we're doing on spending on capital, but this chart is a revealing diagram as it shows we really have a long way to go to meet the port's needs. our enterprise simply does not produce enough revenue to come up with our capital backlog and maintenance requirements, so i'm showing you where we are at 18-19, and the gap between where we need to be annually to not be adding to our backlog. i'd like to speak a bit about

the project management office because it's one of the major initiatives we have on the personnel side. we hired a consultant to look at how we're delivering capital. our engineering staff has stayed the same essentially for many decades, but we're trying to do so much more for the waterfront, and the consultant strongly recommended that we have a project management office that would really focus on improved coordination and management, data, contracting, data collection, so we can make trade off decisions and keep our capital budgets really going on track, so we're going to follow that consultant's recommendation with your support and form a pmo office at the port of san francisco. >> supervisor cohen: and this new office, you have space for them? >> we do. we'll -- we'll howuse them in pier one, in the engineering division. they'll be very tightly integrated in the engineering

division, and it's a four -- four-fte proposal -- i'm sorry, it's a five fte proposal, four project managers and one analyst. >> supervisor cohen: i'm sorry. the proposal says six fte's. >> for the pmo office, it's five new fte's -- yes, it is. i'm sorry if we have a typo there. it's a five fte office. five project managers and one analyst. we've -- for the project, what's been happening is we have been so prudent at controlling our operating budget and giving more money to capital that we have had more

ability to improve our waterfront and tackle our backlog, but we haven't had the staffing to deliver the projects. so we've been accumulating a balance of cash sitting in these projects, waiting for delivery, and we haven't had the staffing to do the permitting, the ceqa, and the project management, so we really needed to find a way to get the capital dollars that we've been able to identify into improvements on the waterfront, and this pmo office will be paid for from my capital budget. >> that sounds like patricioni budget. >> it is. but i think it will be a well funded budget, but we will be analyzing what we do and we will have good data to show if this is a success. the other initiative i'd like to speak with you about is our historic piers in the

embarcadero historic district. we have 13 out of 20 of those historic peers that have not been upgraded and need substantial capital investment. they're not meeting their best place, their economic potential for the city, and we're not inviting the public in because they're in bad shape. some of them are red tagged, some of them are used for parking, some of theme are used for storage. we've gone through a two year community plan for upgrading them, and the public has said we want to see a future for these peers. they're one of a kind, they're 100 years old. we're putting it out for rfi for small and large tenants to say what public serving operations do you have that you would like to see active on the waterfront, whether that be parks and recreation, arts and museums, once we have that

information about who might want to come from local small businesses from around the city and the region, then, we'll be able to go out with rfp's for our historic district, so we're hoping to see some major investment in these piers and a new life for them. of course, you know about the seawall program. i will not go into it in detail. many of you have already been briefed, but of course our seawall was constructed over a century ago. it has seismic and sea level rise risks. we are working hard with all of you, with our state and federal partners, to plan for a project that provides a safer waterfront in the near term and to prepare for sea level rise in the long term. the budget includes funding for the seawall program to keep it going, and i'm very pleased to say working with the city, we have identified sources not in the bank yet, but identified sources for our first phase which will tackle life safety

issues. >> supervisor cohen: good. >> yes, chair cohen? >> supervisor cohen: i said that's good. >> okay. thank you. onward to the ferries, and other maritime improvements. i do want to let you know that we're working on the mission bay ferry landing, which is a critical -- it's a growing area that needs a transportation -- water transportation center. this mission bay ferry terminal will provide for 10,000 weekly passenger capacity, and this budget provides for continuation of that project. we also are working on a downtown ferry terminal expansion with weda. they have the funding for that, but that's in progress, and we're also working with the national park service to substantially improve the alcatraz parking experience for the public, and we are spending 5 million to improve the sub structure there. so lots of improvements coming to our waterfront to get people onto ferries for transportation

and enjoyment. i told you we do have some challenges at the waterfront. first and foremost is getting that shipyard back, up and running. we're working hard on that. we have under utilized facilities that are in a bad state of disrepair. you've seen from our budget we do not have our capacity to keep all of our facilities in a state of good repair, and it shows, but we're working in ways to bring in new investment. and then, of course, being on filled lands, we have seismic and flood risks that are substantial, and we are working with everyone in this room and beyond to see for a safer future for the city's edge. we have many upcoming opportunities. we've broken ground with forest city. mission rock has approvals. mission rock has many new developments. we're working with the southern waterfront.

there's more utilization that we can do to create new jobs for the community. we've started with a really robust auto i mport-export. we're working with our open space and parks network. we'll see major parks come in the near term, mission park, glenn cove park and pier 70 waterfront, needed open spaces in the dogpatch for the southern waterfront community. the port has really carefully taken the funds we have to advance our strategic plan and meet our needs in the most strategic way possible. as i've shown you, the port does not have all of the

funding that it needs to keep its facilities in a state of good repair, but we are doing the best we can to maintain. we have more work to do with the budget analysts, but we'll be coming back. >> supervisor cohen: yes. you will be coming back. i understand you've got approximately 300 full-time employees, and you're looking to get 3.5 new employees? >> that's the -- that's the net. >> supervisor cohen: okay. >> so we have some project funded positions, let me go back to that. >> supervisor cohen: and a capital budget of $60 million. >> yes. our capital is said between what we save and what we spend for the next year, so the capital budget is 26.8 in budget year and 13.5 in 19-20 -- oh, i'm sorry. it's more than that. could you...

>> good afternoon -- good morning, supervisors. so the port's capital budget in the next fiscal year is approximately 50 million, 29 million the year after? so for the two years combined, we're looking at about $79 million. >> supervisor cohen: okay. thank you. >> and actually on the fte count, the port did abide by the mayor's office request not to increase our overall fte count, so in our operating budget, we have net zero increase. we did add some project funded positions, but those positions are technically off budget? they are supported by project funding, and they do not increase our budgeted fte's. >> supervisor cohen: okay. so that means that the four fte's that you spoke of in the presentation and the one analyst are going to be coming from this special designation of project funding. >> yes. >> supervisor cohen: and what funds the projects?

where's the project funding coming from? >> it's coming from the port's funding. >> supervisor cohen: i want to talk about regional measure three. if it passes, the port's going to see a little over 24.7 million to support the seawall lot. >> it would be for mission bay ferry landing, and we are hoping that would be the result. we've been in conversation with weda and working with them to deliver that mission bay ferry landing project. >> supervisor cohen: now, let me ask, is this request of money already built into the legislation? i don't believe so, so once it it passes, how do we know that's what our allocation will be? >> so we're working closy with weda. the process is weda goes through an exercise with their board. they control the ferry money, and they look to see what are the best ways to spend the regional three moneys. the mission bay funding is the

strongest ferry box funding that weda has in its strategic plan, so we believe it's going to be a very strong competitor, and they're well aware that we're looking to the source to complete the construction. we're turning this facility over to weda to run. >> supervisor cohen: i see. they have a vested interest in partnering with us in this endeavor. >> yes, they do. >> supervisor cohen: and then, the seawall ballot initiative, i guess placing a $425 million general obligation fund, that's going to be this november in 2018? >> yes, and you'll be seeing that legislation come second week of june. >> supervisor cohen: sure. i'll be looking for it. >> all right. >> supervisor cohen: all right. i don't have any other questions? supervisor fewer? >> supervisor fewer: yes, thank you very much miss forbes. i have just some questions about your prop j positions that we just approved some prop j positions at the last budget meeting. but again, i -- the wording of

prop j passed in 1976 was in emergency circumstances, and it seems as though you are not in an emergency circumstance. so i know these positions have been contracted out for many, many years now. do you have any plans on incorporating them into permanent positions that are not subcontracted out by third party companies. >> if i may, we have two prop j contracts. one you just approved was for our janitorial services. >> supervisor fewer: and one for security. >> i want to speak about the janitorial, because we're going out for that contract now, and we're going to be using microlbe's. because of the size of this contract, we can specify we want microlbe's, so i think we may be achieving a very good result with this prop j for

janitorial services because we'll be using microlbe's in town. we can look at what it would be to bring staffing in for security -- or we had savings and that was quantified when you approved the prop j's, but i do think because of the micro-lbe set aside program, we're getting a very good result in this work. >> supervisor fewer: if you could send me that data and the impact that it's having on the lbe categories. it's just when we're looking at secure employment, that always through the city, and we can incorporate themselves ourselves, i always think it's better than to contract out. i understand in emergency circumstances, but for people's livelihoods, i think it is much better to have a secured position within our city and county of san francisco. >> we're happy to look at it and get you some data. >> supervisor fewer: thank

you. >> thank you. supervisor. >> supervisor cohen: i don't see any other questions, we will see you next time. >> thank you so much. >> supervisor cohen: no problem. thank you. next, we will hear from the library. officially want to welcome mr. michael lambert. >> good morning. thank you, chair cohen, supervisors. i'm joined by our acting chief operating officer, marine singleton this morning, and other members of our executive leadership team. we appreciate this opportunity to present the library's fyi 19-20 budget. current fiscal year has been a banner year for the organization. we have realized the vision of every library every day. all 28 library locations are now open seven days a week. library utilization remains robust. more and more our residents are visiting to take more part in all the vibrant programming we're offering. we had over.5 million patrons

take part in library programs this past year alone. this coming summer, the libraries summer program, summer stride kicks off, and we have partnered with the national park service with free shuttles from our neighborhood branchs taking our residents to national parks, including alcatraz and muir woods. we had over 26,000 participants last summer, and we're confident we will exceed that number this year. we've also just concluded our second annual digital inclusion week last saturday. san francisco public library aspires to be the premier urban library in the country and service residents to the city and county of san francisco. in building the budget, we have an organizational commitment to excellence and our strategic priorities serve as our guide

post. the library fyi 19-20 budget requests includes a number of one time investments in equipment and capital. marine will be providing you with an overview of the library's budget today. >> good morning, supervisors. thank you for this opportunity to run through our budget and give you some information on some key investments for the up coming cycle that covers fiscal years 19 and 20. on the sources side, you can clearly see the largest source fore the library is a library preservation fund, which the voters approved in 1996 as well as 2007. our next largest source for fiscal '19 is our fund balance, and that is because we use our fund balance to take care of some one-time investments. so the up coming year you'll see a large investment in capital. >> supervisor cohen: excuse me for the interruption. supervisor fewer just asked a

question that i thought was very poig nan very -- poignant, this largely is made up from the library budget set aside? >> that's correct. you'll see that we have a large investment, as michael mentioned, in capital for the up coming cycle. high level on the uses side, you can clearly see the largest component of our budget is for labor, and that's no surprise, given that we provide public facing services, and as michael mentioned, we provide 1,460 hours open to the public each week. this cycle, our next largest figure is capital, and i'll talk a little bit more about that as we walk-through our strategic priorities investments.

you can see by the next largest category's collections, and that is so that we maintain a robust collection for the public and evolve to meet their needs in e collections and physical collections. with respect to fte's, we're keeping it the same fte's with slightly justs for atrition savings. for premier urban library it's about creating a connected community, and as you saw, we provided nearly 18,000 programs in fiscal '17. so as we provide more programming for the public, there's more demand for materials and supplies, so the up coming budget provides an allocation of around $75,000 in order to have enough materials and supplies, whether it's a maker space program or use learning program. for youth engagement, it's

about having opportunities for youth to be engaged, empowered, and connected, and the upcoming budget cycle includes the creation of an after school digital clubhouse at the main library, with a target age of eight to 13. there's about a $35,000 allocation for that activity. another key investment is enhancing youth learning and leadership opportunities at $1 $100,000. what that allows us to do is continue the successful scholar card program with the san francisco unified school district as well as provide additional funding for stem programming, our summer stride programming, and then stipends for our youth who participate in our engaged leadership program. the library has partnerships with folks across the city, both with our fellow city

departments as well as community members. our key investment this cycle is with the sheriff's department to enhance safety and partnering with them at the main library. our other investment that we are sustaining is with the civic center commons. that's keeping our funding level at 100,000 for the upcoming year. and again, because we're providing more programming for the public, we need to make sure that we're marketing it and everyone is aware of all the great resources and the programming that is available for them. so you see a small enhancement there of about $25,000. literacy and learning are key investments that have to do with collection. in the last cycle, the board of supervisors approved an enhancement of just over $1 million, and we are sustaining that with this proposal. for '20, we're proposing increasing that by $1.7 million, with the key focus being in e collections,

and that's being responsive to the public's use of our services and our resources. in fact we're seeing about a 25% increase at part of this $1.7 million enhancement. for our digital strategies and our facilities maintenance, strategic priorities, the focus is really on the future. we want to renew, refresh, rhenvate and enhance. so in particular, one of our enhancements is for the tech out program. this allows members of the public to check out mifi devices. this enhancement of around $91,000 would allow us to grow that program by 170 devices. that would bring the total devices available to the public to 300. this would allow the patrons to check them out much like our physical materials and take them up for up to a three week period and provide connect activity and access to those in

need. another key investment in digital strategies is for the modernization of our collections management system, where we would transition to the industry standard of radio frequency identification systems. the goal of this is about improving patron services, so it's allowing them to check out the materials faster but also to help our staff process the materials more quickly, get them back out on the shelves, be responsive to hold requests from our patrons. this was approved by coit in -- earlier this month, and just as a point of clarification or information, about 75% of the bay area libraries already use this technology. our other investments are growing our laptop lending kiosk program that allows patrons to use laptops within the libraries themselves. and then, the next two items are really about refreshing, so making sure that our servers

are replaced as they reach their end of life cycle. and then, the same thing for audio-visual equipment that's used both by the public and our staff. and then, the final strategic priority category for you today is our facilities maintenance and infrastructure. as i mentioned with digital strategies, the focus is really investing in the future. renewing, refreshing, rhenvating and enhancing. the major investment for this cycle is for the capital programs for three branch libraries that were not renovated as part of blip. >> supervisor cohen: and excuse me, which branchs were not renovated? >> right, so that's chinatown, mission, and ocean view. we started off with feasibility study in a partnership with public works, and once we concluded that, the library commission determined that at

this juncture, we would proceed with the renovation of the mission library first based on its most immediate needs. so the proposed budget adds another $14.9 million to prior allocations which would allow us to fully fund the mission branch renovation at $19.8 million. we will also continue to do evaluations of the chinatown and ocean view library locations to further did he ev out some scoping allocations. we are funding them on a pay as you go basis. other investments in the future have to do with creating facilities master planning, so really figuring how where we want to invest and how do be responsive to the community needs. so you see some small investments there and then a pay as you go approach in the second year. we're also looking at

efficiencies by refreshing our automated materials handling system but that also includes an enhancement component. right now we have a machine at the main library that sorts the materials for the main and allows them to get back on the shelves quickly. however, for the branchs, the work is done in a very labor intensive way, so this would add a machine to sort the materials for the branchs and get them back out there and available to the public in a quicker fashion. and then, with respect to renewing and refreshing, over the next couple years, we've built in money to renew our elevators at the main library, have a robust roofing program, taking a look at our heating and ventilation needs, and being responsive to air conditioning handling needs at the main library, again, as these items reach their end-of-life cycle. so with that, this concludes our overview of investments,

and we're happy to answer questions. >> supervisor cohen: if you could go to page four of the nonlibrary uses, i see personnel services. i'm wondering what is that? >> so that includes some of our contracts for building services systems and i.t. a lot of i.t. so software, the maintenance of some of our i.t. systems, so that's the largest component there. we also have -- captured -- actually, i've segregated it there, i believe, our debt service is separate from that, yeah. >> supervisor cohen: separate out? >> yeah. >> supervisor cohen: okay. thank you. my next question, so i'm curious to know what's the concrete benefit of the rfid system? what's the concrete benefit that it provides our library system? >> the concrete benefit is that

it will improve customer service. this is stream line our patrons' and our staff's ability to check out materials in a more efficient manner, but on the other side, it also improves the working conditions of our staff. it provides our workforce with the modern tools to physically hand materials, get them back on the shelf faster. the way the technology works is that you can check in or check out a stack of books simultaneously rather than with the current bar code scanning technology where you have to individually check in or check out each item. there's an added efficiency with rfid for our workforce. currently, when a member of the public has to check out an item, they have to rub the book spine of that item against a magnetic brick. with rfid, our staff will no longer have to perform that

function. >> supervisor cohen: one of the things that occurred to me as a kid growing up in the public library system, i know exactly what you're taking about, the librarians would rub the book. i remember that. are there any cost saving benefits to this technology? i am kerped we are -- concerned we are eliminating jobs. >> we are not eliminating jobs. the you know john -- the value of implementing rfid is we will free up between six and seven fte annually that could be freed up for other strategic priorities, more meaningful public service. there is a significant amount of staffing capacity there that can be redirected for more programming, for example, or even safety and security because that's a top priority

for us, as well. >> supervisor cohen: so is it -- so to be fair, i think that this is kind of like in the nice to have category as opposed to necessary, and i just want -- that's my take on it. how would you categorize it? is this really an investment that is necessary to the core functions of the library? >> i would characterize it as a necessary investment at this time. we had hoped to implement rfid at the outset of the branch library improvement program. we were unable to secure funding at that time. the checkout equipment that started coming on-line in 2005 with the first openings of renovated and new libraries, that equipment is now nearing the end of its useful life. we're needing to upgrade that equipment, and it's becoming more costly to maintain an older standard. the industry -- the majority of the industry has moved to rfid,

and asth marie mentioned, we'r surrounded by bay areas that adopted this technology. we want to offer our residents the very best experience when they use the library, and rfid presents the best opportunity right now for that. >> supervisor cohen: do you know how much -- are you able to quantify how it lessens the wait time? because i do remember long lines in the library. if you had this presentation, i think you said in the presentation it scans a stack of books as opposed to that individually. can you quantify that, do you know how much that reduces? >> yes ma'am. and our chief analytics officer is here. i'm going to attempt to answer that question. we have conducted a time motion study to study the time it takes to check out materials and check in materials and then we have extrapolated the efficiencies that would be gained with rfid, and we have

calculated that to be 15,000 hours peryear. time saving convenience is an important factor for our residents in this day and age. nobody has enough time, so if we can improve the customer experience and improve our operational efficiencies, we feel that this is a good time to implement this project. >> supervisor cohen: all right. thank you. supervisor yee? >> supervisor yee: thank you, chair cohen. thank you for your presentation. there's -- i -- the questions are -- they are -- are related to budget, but sort of not. the -- one of the renovation projects you named was the john tom branch. >> yes, sir. >> supervisor yee: i just wanted to point out there's

open space on that premise, which i raised a lot of money to make that happen way back when, and it was always difficult for the library to activate that space, but at least for a few years in the beginning, the programs that had children could bring them up there, and they were pretty well come. through the years, it seems it got less and less welcoming. as you're thinking in terms of rhenvating that space, is there a way to let people know, or you know get them to sense that they're welcome to go up there, because it is a public space that cost at the time about 3 or $400,000, which again, doesn't sound like a heck of a lot of money today, but again, it must have been about 25 years ago. it's kind of sad for me to see that so under utilized.

the second remark is -- so we're talking about, you have a facilities maintenance plan to continue to rhenvate and update the branchs. i guess what we haven't talked about in the city is, is there really a need for an additional branch, and how do we actually do that analysis? i -- i get sensitized to this because when we would walk to the library, we'd walk a couple blocks. my daughter pointed this out to me, there's no library within two miles of her. san francisco is a big city,

but to me, two miles, you're not going to walk there, and you're just encouraging either don't expose the kids to books or encouraging people to just keep driving there. and the area that i'm talking about is the closest one would be vis valley library branch or excelsior library branch. and if you go up and look at the area around -- across from crocker-amazon, and up the hill, that whole area has nothing there, so i'm just curious, are there any discussion whether or not that's a possibility? i know that's not my district, but that's where my daughter lives. >> well, first of all, thank you for the questions, and thank you for your earlier support of the chinatown branch library. i'm very pleased to report that the public works department completed a feasibility study, and they presented that to the library commission on february 1st. one of the activities that was

undertaken as part of that project was the chinatown branch, and they've conducted test fits. we recognize that roof town terrace of the chinatown branch offers some spectacular views and in planning that renovation, we want to active vate that space and make it available for seniors to have tai chi rooftops or have a garden experience for youth or class visits. so we're absolutely keeping that in our considerations for the chinatown branch renovation project. we look forward to engaging that community further and getting a sense of their desire for programming in that space. with regards to the need for new libraries, absolutely. libraries are more important now than ever. we have had conversations with the mayor's office of housing and community development, hope sf, and the planning department. i understand that there's going to be an update to the nexus study that was commissioned

back in 2014. we have worked very closely with the planning department in the past year on a study that looked specifically at the southeast corridor, and that study is projecting the population of san francisco to grow to between 1.1 and 1.2 million residents by the year 2040. with those projections, and our current standards of service, there is a projected need for a minimum of five new library locations just for the southeast corridor, and we are looking at the shipyard, candlestick point, hunters view, dogpatch, so we absolutely recognize that the -- the growth and development in population will occur there. we're also in conversations with the treasure island redevelopment agency, and we recognize that there is anticipated growth in population and development in treasure island, as well, so we're considering adding a new

library location. what we want to do is be intentional and strategic. we want to commission a new branch capital plan and just as we did with the branch library improvement program, we want to be able to systematically prioritize where new library construction should occur with this next wave of construction on the horizon, we're examining opportunities for colocating library facilities with public housing or perhaps even partnering with sfusd for a joint use facility. [please stand by for captioner switch]

>> we also have security within the library system itself and we have someone stationed there all

of our open hours. >> it's not great to have you brag about how open you are and how many hours you are open, but it is not safe for people to go there. and i went there and it wasn't safe. there was nobody there. so i would like to see seven days a week, i know that time is money. >> tell me, where? >> and rfid, which i do not support. i rather that the right bury -- the library was safe for people to go there in a neighbourhood where they have small children and spend 3.4 million on rfid would have cost of 194,000 a year. i personally would like to see that money not allocated for this purpose got but to see this money allocated to make sure that our libraries are actually truly accessible. if it's not safe for people to go there, they don't go there. i don't find it a safe library to go too often. this has been ongoing since i've

been in office. at one point, we did have officers there every day. that's been cut back to three days. and, you know, i don't know why everybody thinks that's okay. i don't find it acceptable. you know, we've had assaults of library personnel. i don't understand why you think it's okay that the people who work there aren't safe. we've had assaults on patrons, i don't know why you think it's okay for patrons not go to this library. we are also buying new technology that we frankly don't need, and the checkout think that i don't buy it. i've got a kid, we've gone to the library, we are heavy consumers. you know, she checks out her own books. you have yourself checkout stations, which i guess you are going to throw away? we are going to throw away working equipments that kids can use now. she's very proud of herself when she checks her book out. instead you want to give her technology whereby people contractor?

i don't want my daughter track tracked. the aclu does not support rfid technology. the electronic frontier foundation does not support rfid technology. the american library association does not support rfid technology. i'll be perfectly blunt with you because my kid is a technophile, she corrodes, she's on computer, she doesn't want it. you've got consumers that doesn't that -- they don't want to touch. she does this elaborate internet safety stuff. she uses tour which is some websites where no one can track your movements. these young people are really concerned about their own privacy and you are putting in technology that they don't have a vote in, that will track them when they know that they don't want to be tracked. so i think this is a technology solution in search of a problem

that doesn't exist. and you do have a problem that does exist that you still haven't addressed, and in my year and a half and -- on the board, i know that branch is not safe on seven days a week because you don't deploy officers there seven days a week anymore. i will be making a motion not to include this in this budget. the rfid. >> let's give mr lambert an opportunity. i'm sure he wants to. >> thank you supervisor cohen. first of all, i'd like to apologize that you had a negative experience at the eureka valley library. safety and security is our top priority. we have invested nearly $850,000 and a landscaping redesign project to mitigate some of the safety and security concerns on the perimeter of that building. we are certainly open to re-examining the sfpdm work order and redirecting a greater portion of that for the branches and increasing the amount of

coverage and control for eureka valley. with regards to rfid, ironically, that would allow us to repurpose more staffing capacity and convert some public services position into more buildings and grounds control officers. we currently have about 21.5 fte of buildings and grounds. patrol officers. we are fully cognizant we are operating in and no new fte environment. with respect to rfid, i want to clarify the record, there's absolutely no threat to patron privacy with rfid. the technology simply does not function in a manner where individuals can be tracked. i'd be more than happy to provide more explanation of how that works. our chief of collections and technical services is here today. she's the technical experts. we also provided you with a one-page, double sided handout that provides an overview of the

benefits to users and our staff, as well as addressing privacy, but with regards to privacy, i just want to say that librarians are champions of personal privacy. we do not have an adversarial relationship with the efs or the aclu. we consider them our partners. i would say kindred spirits even in our fierce crisp -- protection of privacy and individual civil liberties. intellectual freedom is a core tenet of librarianship. we will protect our resident's freedom to know and seek information without fear of their identity being compromised in any matter. we would new -- we would never do anything that would jeopardize the privacy of our residents. >> thank you. i have to jump in here because we have a long list of things left to do and you will be coming back to talk a little bit more in-depth. this is just a hearing. we are not voting on anything. there will be opportunities for you too. >> can i just read this?

>> of course you can. >> this is what i have from eff and aclu. both of them have opposed and continued to oppose the use of rfid technology in libraries because there are significant privacy breach concerns. nothing has changed. i think frankly, eff knows what they're talking about so does aclu. >> all right-- >> if i may, chair, it is true that one individual from eff and one individual from the aclu drafted a letter to our city library in over a year ago. the city librarian responded and offered to meet with those two individuals. our staff is engaged with multiple staff technologists and experts from eff over the past two years. at no time did any of those staff members from eff oppose the library's intended use of our rfid in the manner we tended to use it. >> thank you. this is a budget hearing. we can talk about the merits of

technology at another hearing, for the most part, supervisor fewer has a question and i would like you to address a little bit more about your fines and fees structure. supervisor fewer do you still have questions? >> supervisor fewer: yes, i do. do you have any vacancies that you haven't filled? >> yes, we do. the library has between 695 and 700 fte total in our workforce. i'm not sure on the exact number at this time, i would say that we have close to approximately a ten % turnover rate at any given time. i do not know the exact number of vacancies off the top of my head but i do think it is around 86 positions in various stages of recruitment. >> okay. >> supervisor fewer: are you seeing challenges in fulfilling all of your f.t.e.? >> i would say the biggest challenge for us and filling positions is at the management

level where senior leadership position level. i think, with the cost of living in the bay area, it' area, it'sg harder and harder to attract top shelf talent unless that talent is already existing in the bay area. but as far as a line staff, we have no problem with filling eligible positions. >> supervisor fewer: thank you. i have a question about the rebuilding and remodelling of your libraries. have you ever asked but the mayors housing, building affordable housing above our library? as you know, we don't own a lot of public space left in san francisco, and i love the libraries in my district, but they are low density. i am just wondering if we have ever thought about building housing above libraries. >> we would love to explore that further. we are aware of other municipalities that have colocated -- co. located library

facilities and that matter. we have had preliminary conversations with hope sf with future public housing sights on libraries and having all city and county services available on the same footprints. we are very excited about that prospect for future libraries and we intend to embark on that in a meaningful way in the coming fiscal year with the public works partners. >> supervisor fewer: okay, "thanks. i want to say that rfid, i am also concerned about the privacy issues. and so i look forward to a deeper discussion about it and raising the same concerns that supervisor at sheehy did. >> we can certainly bring that next week if you would like, if it would be helpful. >> supervisor fewer: thank you very much. >> thank you. >> thank you very much for your presentation mr lambert and welcome to the helm of the

public library. we will continue this conversation. i will get more information about that fines and fee structures off-line. >> thank you, care. >> next we have sfmta director ed risk in here. welcome. >> thank you madame chair. i am your director of transportation. happy to have the opportunity to present our two year capital and operating budget. i also want to thank you for your service on this committee. it's an intensive process for the next six to eight weeks. so i appreciate the work that you do to deliver a balanced budget to the board of supervisors. >> supervisor fewer: before you begin, i would like to say and acknowledge that this is her last budget process. i want to say hello to you and congratulate her for moving on and those of you who don't know,

she will be retiring and she has done a tremendous job as a cfo for the metropolitan transportation agency. i just want to acknowledge her leadership on that front. thank you. >> i completely echo that and was planning to do the same. she has been a force for good for the city and it is not just the budget by that manifests, but a lot of aspects of the agency. we are very grateful for her leadership and perhaps we will convince her to stay. though given the daily reminders of her impending retirement, i think that's unlikely. i did provide a lot of materials to you. >> supervisor cohen: yes, you did. >> a lot of contextual material as well as material responding to some specific issues that have been raised the members of the board of supervisors in deference to the chair's request for brevity and efficiency, i don't plan on presenting those but will be happy to answer any questions about anything that we do have. so i will try to keep it

brief and hig high-level terms of the presentation itself. but like you've heard from some of the other departments, what guides our budget is our agency's strategic plan which has a vision of excellent transportation choices for san francisco and for those around which we orient the work that we do, not just the budget work, but policy, operations, any decision-making that we are doing in the agency is meant to be aligned with these four goa goals. the agency has a great brats of responsibility. it gives a snapshot of some of the brats of what we are responsible for in terms of people and assets and service. and that manifests or is driven by, what is proposed as a $1.2 billion operating budget and a $2.8 billion five year capital improvement program. in terms of the operating budget, really both a budgets,

the topline story is that these are strong budgets that help us advance the city's goals with respect to transit first safety and division zero, and our climate change goals for the city. specifically with the operating budget, you can see a slight increase proposed for the next two fiscal years, going from 1.18 21. to one and 1.27 in the second fiscal year. and there is a true two-year budget cycle. this shows you some historical revenues and expenditures. the break down here, by category, it shows you that the lion's share of the expenditures side of the budget should be in salaries and benefits for our staff. if yoyou can see modest growth l of those categories from the current fiscal year looking

forward. more specifically with regard to staffing and fte growth, we do show a not insignificant growth and f.t.e. in this upcoming budget. and that is entirely really within the transit division. with offset on what reductions we've made and other divisions, and this is really representing the core of what we are proposing in this budget which is about more you need less crowding, but also to prepare ourselves for future demands. so included in this, are the start up of the central subway operations, halfway through the second fiscal year, more new light rail vehicles in service. the service plan that goes into effect this coming summer adds 22 light rail vehicles to the service plan. we will have a total of 68 new

vehicles in service by the end of 2019. as well as an expansion on the rubber tire side. we will have an increase in the fleet of 80 buses by 2019. not just more buses but larger buses moving from a 40-foot coaches to 60-foot coaches. and support of those things, we are opening a new bus maintenance facility next month in district ten. and are continuing to invest in workforce safety and trading as the acknowledgement of what we serve and operate increases and changes. so our priorities for this budget can be boiled down to a few things. one, is the support of affordability goals. this is something that was championed by mayor lee as a cost-of-living has, as you all know significantly increased in san francisco. after housing transportation -- after housing, transportation is

the next hit on the san francisco pocketbook. continuing our free and reduced programs and looking at ways we can lower other fees. one of our priorities, second as i mentioned, funding expanded transit service to me today's and tomorrow's demand. and there is a number of changes we made to our fair structure to incentivize transit ridership and i heard your comments and your concerns, chair, with regard to the taxi industry. some targeted reductions that supervisor sheehy previously recommended. with regard to new service, as you know, we have a policy by which we do equity review at eight -- in eight disadvantaged neighbourhoods throughout san

francisco. we look at quantity and quality and performance in those neighbourhoods as compared to the citywide average. and then by policy fund adjustments that we need to make to make the service provision more equitable. coming out of that process for this budget cycle, you can see highlighted in red on this chart, a number of service increases that we are making to serve those neighbourhoods. also with the additional train service, there is additional service coming in to the service plan to address existing crowding and demand issues. a pretty healthy investment in service. i made reference to fair changes to incentivize ridership. generally, our affairs index with inflation as well as all of our fees and fines, d's at sevet seven changes are deviations,