my budget contains additional investments that bolster our department of police accountability. we need our residents to trust our public safety officials, to believe that when they need help, they're going to get the services that they need. our department of emergency management teams are now answering approximately 89% of their 911 calls within ten seconds. 90%'s the nshl standard. we are investing $9 million to bolster that department to make sure we exceed the national standard and make sure the residents know when they pick up the phone and dial 911, they're going to have a life person on the other end of the line. it can mean the difference between life and death, and san francisco can do better. we are also investing in significant new equipment for our firefighters to make sure that they are able to respond quickly and that they are able

to do their jobs safely for our residents. we have also been a city that has opened our doors and right la lane -- welcomed the refugees of hate, bigotry an and oppression. we make sure that every person understands they are an integral part of our city. regardless of where you were raised, no matter where you raised, no matter where you >> good afternoon, ladies and gentlemen. i want to welcome you back to another exciting day of hearings for the budget and finance committee. i'm excited. i couldn't sleep last night i was so excited. in anticipation of what we're going to do today and again,

what we're going to do tomorrow and again next week and the week after and the week after. so, i hope you will hold on and enjoy the ride. i'm going to make this swift and fun and thoughtful. i want to thank our friend samuel williams and jeff' larson for assisting with us today's broadcast. our clerk is linda wong. she's amazing, faithful and has wonderful tea bags. just let me know if you need tea. i want to recognize my committee. we've got vice president supervisor fewer and also coming in is jeff sheehy and catherine stephanie and joining us very shortly will be the norman yee. so we've got a pretty aggressive agenda today. i want to get started. i want madam clerk, do we have announcements. >> clerk: yes, please turn off cellphones and electronic devices to be included at part of the submitted to the clerk.

items acted upon will be on the june 26th board of supervisor agenda inless otherwise stated. >> let's dig in. call items one and two together. >> clerk: budget and appropriate ordinance all estimates receipts and all estimated expenditures for departments of the city for fiscal years ending june 302,019th and june 302,020th. ordinance positions in the annual budge secretary proper pration for and in june 302,019th and continuing creating or establishing these positions. >> thank you. so we are going to hear from the assess recorders office. i believe rachel cookerman. she's going to presenting. the recorders budget is a total of $45 million. they're asking for $5.5 million. i cannot wait to hear the reasons why. there are 174 personnel and i

think you are looking for four more increases. i will turn the microphone over to you. welcome. >> thank you. i'll be swift and thoughtful as well. >> as a reminder, everyone has five to seven minutes. >> good morning, my name is rachel. i am the deputy director of finance and administration for the assessors office. so i want to give a brief discussion on what we've been able to accomplish over the last few years, because i think it's going to give context into what our future initiatives are and what our budget request. i want to thank you as always for your continued support. as you are aware, our office is responsible for generating the largest single source of general fund revenue for this city and - >> and we thank you for that. >> you are welcome. through your support, we have proven we do deliver. i think that the best example of our accomplishments over the last few years, has been our ability to reduce our backlog. and as you are aware,

historically, we have been about throw and a half years behind in working down a backlog of items in our cue and we've worked to shrink that down from three and a half years to three months. next year we anticipate fully eliminating that backlog so having all assessments up-to-date for the first time in many, many years. us working on the backlog has tangible results for the city. i think you saw in the nine-month report, it's showing a 94 million-dollar surplus. this is a direct result of us working down the backlog. just quickly, we've been able to accomplish this through a combination of many things. i just want to highlight too. one is that we've been structuring our office in a way that can respond quickly to changes in the economy. as you know, our work load is depending on what happens in the external market. when the market is booming, we have to process changes in

ownerships or look at construction projects and then when there's a market downturn, we have to respond to appeals. so we've been working to create data tools that give us in sight into what is coming into our work stream so we can then make strategic decisions about how we assign work to our staff. second, we've been working a lot smarter about how we've been partnering with our sister agencies. we're working closely with the treasurer and tax collec collecr department to align our data so they can collect property tax revenue. we've been working closely with the department of building inspections so we understand the projects that are coming into our pipelines so we better understand the new construction permits and we've been working closely with public works to better align our mapping processes. so now i'd like to go into what our budget request is and what our future initiatives are. i think the largest request that you are going to see is our

largest initiative. that's the replacement of our property assessments system and the property tax system that resides in the treasure and tax collectors office. the budget sits in our office right now, and i'm happy to answer your questions why. right now i'm going to focus on the replacement of the property assessment system, since that is what we own and manage. this is a system for us and the city as a whole. it allows our office to manage around $238 billion of assessed property values. this is a legacy system that's been in our office for over 20 years, and soon we'll no longer be able to be supported. it will have a huge impact on our office for many reasons. one of which is that, when you are replacing these legacy systems, not only are you replacing the system itself, but you are also replacing all of the business processes they have allowed them to work with the

system. we're overhauling how our staff gets their work. finally, as we're trying to close the role on time for the first time in many years, we're also going to be asking the best and the brightest to come and work on the project so they can help design the system. we'll be continuing our production and pulling some people off of production in order to do this work. it's going to be very important now more than ever to make sure that we have the right people in place so that we can continue with our operations as we're essentially doubling our work by implementing this new system. we also are replacing our recorder system that allows us to manage public documents. this system was acquired and it's going to be no longer supported in about two years and so not only are we going to be replacing one but two systems, this does not have an impact to the general fund as we're able to support it with fees we collect but it has an impact to

our staff as we work on these multiple systems. finally, we'll see request in our budget to increase our capacity, increase staff around discovering revenue for the city and enhancing our mapping division. one project in particular as we'd like to implement a parcel layer for the city of san francisco and there's a lot of benefits to this project including providing real time accurate data on a separate assessor map for the public and our sister agencies. so with that, i look forward to working with harvey rose as often through the next couple of days and happy to swear any questions you have. >> great. thank you. i just want to recognize our former colleague, carmen chu and i want to recognize your first slide page, i love it. when the assessors success the city succeeds. it should be on the forefront of our minds. assessed role value is up 11%. can you speak to that a little bit as to some of the market

driving reasons why the assess is up by 11%. >> sue, supervisor for the question and very happy to be here to present our budget before you. i think over the last few years, this budget committee as well as our mayor has continued to invest in our office in order to help us to run better. when we look at the successes we've seen over the last two years in terms of revenue, it has largely been driven by the investments that have been made by the city to our organization. so, this budget continues that tradition. you asked specifically about the 11% roll growth. we received or got to a place where we were at roll growth of 10.7% last year. we didn't think that we would get to that place again this year. what we have seen is that we've continue to see strong growth in terms of our value added for a new construction activity. this year we added another $4 billion on construction value alone and so that continues to drive some of the growth that we're seeing at the 11%. on top of that, we're also continuing to see strong levels

of changes and ownership so we're seeing there are properties that are transacting leading us to an 11% growths. i will say also, rachel mentions this earlier, we've been working very hard to try to get us to be caught up for the first time. this is a goal, this is a place that this city has not been in for over 20 plus years to be caught up and on time. so next year, we are on target to get caught up and actually be presenting a roll to you that is actually on time for the first time. this is something that is incredibly important, but as a result of all of that work, we're driving a lot of our work into our role and adding value. so some of the 11% growth is a fact we're watching up on so much of our backlog work and you are seeing that row reflected in the numbers. >> that's excellent. great leadership. thank you. look forward to next year. i also want to recognize there's a 94 million-dollar surplus property tax revenue that should be highlighted. >> the one thing i will say, over the last five years, the assessors' office brought in

half a billion dollars in excess revenue for san francisco. this means that we exceeded budgeted revenue expectations over the last five years by half a billion dollars. and so i want to thank you for the continued investment in our organization and helping us to run well. thank you. >> no problem. so i do have a couple of technical questions. just about -- there's a -- you have a 1.8 increase in projects budget. can you talk to me a little bit in detail about what exactly that is going to look like and how it will manifest and then the second part of my question is that there's a $2.2 million increase in non personnel services. i'm curious to know what is driving that? >> so the largest increases to our budget is the property assessment replacement system as well as our recorder system places. >> we've been replacing this system for years. >> we haven't started yet. to give you a status update, we finalized an r.s.p. and we're negotiating in contract and we'll bring the contract for your review and approval in the next month or two.

>> i can't wait. >> you are going to get to dig real deep into what is going when that happens. the recorder system as well. it's impact general fund and one is not. i would like to highlight too that the increase for the property assessment system as well as the property tax system, which is a system that resides in the treasure and tax collectors office but the budget is sitting with us. it's a replacement of two systems. >> thank you. supervisor fewer has a question. >> so, thank you for the crease but it is the job of the recorder to actually bring the revenue, bring in money. >> it is our job. >> thank you for doing your job. i want to clarify the 40 million-dollar budget for the property assessment system is already included in your budget, is that correct? >> correct. so far we haven't collected everything that we need in order to implement this system.

and so far we've collected -- i can tell you. next year -- 18-19 is 12 million and next year is $11 million. we've collected 12 million but the project will cost more than that. it's a funding that needs to take place over multiple years. >> and then, so you are doing two replacement system or implementation systems at the same time, simultaneously? >> yes, unfortunately. >> does that really make sense to do it at the same time? >> we would not have chosen to do this. we would have chosen to do property assessment system first because it's no longer going to be able to be supportive and it's very important we replace this system. the problem is that with our recorder system, it was required by a company who then decided to discontinue the product and when

our contract expires in june 2020 so we don't have a choice. >> you don't think this will impact the service? >> i do not think it will impact service. the it's much more complicated. the recorder system will be configured and there's a lot of systems off the shelf we can purchase and it's two different divisions that we'll implement it. >> and i see that you have a change in f.t.e.s and that you are deleting some positions? what are those positions that you are deleting? >> it's the grant positions. we no longer have a grant. we expended all the funding in the grant. >> the new positions that you are putting in, are they sub futuring for these current position that's have been deleted? >> no, they're different throughout the organization. >> ok. thank you. >> i have a question, who was the granting source? >> it was the california department of finance. it was the county assessors grant. we're going to apply for it

again this year as well. >> thank you. >> supervisor yee. >> yeah, it's really novel that your aim is to try to eliminate the backlog and i believe was there 1100 or 11,000 in the backlog? >> the backlog of assessed properties, supervisor? >> yes, just the backlog, right. >> what's the figure? i think is what he is asking. >> we had a backlog of about -- we weren't counting in a number of items but we were counting in a number of years behind so we were supposed to have everything assessed on june 30th that had a change in ownership or new construction as of january 1st of the year. kind of at the downward end of the recession, in 2013, we were

almost three and a half years behind. and so depending on the different work streams it was probably 10,000 items all together that we had to work that we were behind in addressing. >> so i guess my question is really, in terms of resources, to get rid of backlog. if you are net increasing in staffing is about three, i guess, the question becomes is that enough to actually get rid of the backlog? >> we believe that we have adequate staffing to retire the backlog by this time next year. if we include everything that's in the budget, we're anticipating that the continuing work stream kind of -- if you will, a frontlog is going to

continue to increase slightly. there's still a lot of new construction activity. there's a lot of new development with things coming online at candlestick. a lot of things in mission bay and a lot of other large development projects that are right behind. we still anticipate kind of an increasing work load, it's just that we're going to be able to keep up-to-date. we're of course always anxious there's a downturn in the economy, which is going to drive property tax appeals, which really puts a lot of revenue at risk for the city and that we need to be ready to be on top of. >> thank you. >> supervisor stephanie. >> thank you. i have a quick question regarding the recorder system. i know it's the old chris system and the county clerk's office was also using and before i left the county clerk's office we

were in discussions on the r.f.p. to see if we can realize government efficiencies between the county clerk office and recorder office and i wonder where the discussions have left off? >> i've been in close contact with jennifer johnson about the implementation of the county clark system. they're behind us in gathering their requirements for what they want the system to do and perform. one of the things we've do to align the systems is they'll use all the r.f.p. documents and templets. i'm also go to ask someone from the country clerk's office to sit on our panel and help with the system. we're trying to align it as much as possible. >> good. question about -- what is your strategy when the economic downturn does come and i do believe it is looming out there in the future. what is the strategy that you will use to help stabilize our revenue stream? >> it's an excellent question and something we've been thinking a lot about.

when we think about what we expect in the downturn, we've seen these cycles before and so in 2008 when we saw a big downturn in the market all of a sudden our work load shifted. we saw a huge spike in the number of appeals that were filed and those are have a different statute of limitations. there was only two years to get to those cases. the result of that, we switched our resources away from the change of ownership new construction valuations. all this work ha adds value to our city's role and we put it towards defending the appeals cases. it's something we expect to see in the next downturn. that means that in terms of a strategy for our office about how it is we're going to weather the storm, there's a few things that we're doing already. one is that we're taking a look that we're adequately staffed to be able to defend appeals but also to make sure we have enough to stay on top of our change in ownership and new construction adding revenue for the city. that's number one. number two, we're looking very strongly to make sure we add resources and that's part of the budget request this year so that we can make sure that we're

finding additional revenue streams. we think there might be additional opportunities that we may not yet be realizing, potentially in our business personal property division and more work we can do in real property as well as in our reinterest world. so there's the idea of making sure we're resourcing continuing to do that work and the last piece of it i think is very important, especially in a downturn, is that we know that in terms of the city being able to continue to build, in 2008, 2009, 2010, part of the reason san francisco did better, is we continued as a city to fund public works projects. we were continuing to build libraries, we were continuing to do public construction work and keep people 'em employed in the city. that other jurisdictions did not really have the ability to do. we are looking at making investment into our standards division that does mapping, subdivision work we hope we won't be a bottle neck for some of the large developments that may be occurring whether it's treasure island, hunters point

where we might see developments approved by the city and moving forward. we don't want to be a hinderance, we want to move and have an efficient process. the last thing is we're working with our controller to make sure that we're beefing up and having as good information to their organizations to project revenues as much as possible and that is also an investment in our resources. we've had an lists who were hired who have really opened the doors and provided a lot more transparency to the revenue pictures and the streams that is coming. i think those different strategies help the city in terms of being prepared for the next downturn. >> thank you. i appreciate that thorough response. question about, when you talk about shifting resources, i'm sure you are not just talking about dollars, there has to be a shift in human resources. do you need to hire or ramp up in terms of staffing in order to defend the assessment or the appeal request from the property owners? >> yeah. in the past, in 2008 the office wasn't adequately staff to

handle the number of appeals that came in. we had a four fold increase in the number of appeals. when you think about how important it is to defend the appeals, if we don't defend it on time and hear it within the two year statute of limitations we have to accept the taxpayers' opinion of value even if they say the value is zero. so that's not a risk that is acceptable for san francisco. and so, during that time period, what happened at the previously administration was that they hired up a team to do assessment appeals work. what we're seeing is that our work is pretty constant. whether it's -- >> the team that hired up are they hired up as consultants? how do you get brought on? they're employees? >> yes, they're city plo employ. they were brought in the spike of appeals cases. because we were putting so much of our attention, despite having that team, we were falling behind on our new construction and loosing value on that side of the world. our approach this year, and has been over the last few years,

has been rather than really staffing for the spikes, we're really trying to staff for what a steady state is in our office. we don't want to over higher or under hire. we want to handle increases in appeals or new construction activity depending on what cycle the economy is in. we would imagine that in the downturn, as appeals go up, there may be less construction that's happening. there might be fewer sales happening and we'll be able to use our appraisers and our staff who are working on those cases now to defend our appeals cases. the one thing that we should say is that with the ace subpoena implementation that is coming up, this is a really big deal. the city has, we've been talking about it and you've been hearing about it for a while. we've been talking about the importance of this project and it's something that is not just the project for our office it's joint project between the tax collect or, our office and the controller office. we have a huge legacy system that houses three billion dollars worth of revenue for san francisco so it is a mission critical system that we can afford to have breakdown so we've been planning and having a very thoughtful process for it.

that's why you are seeing the budget. it's all been vetted through quite until the budget reflects exactly as we have been planning. we've completed our r.f.p. process and we will enter into a contract and bring that to you. but again, that project means that we're going to have to have many of our really talented staff be involved with making sure the system is a good system and that is one that works for our operations so as a result of that, we're going to be having to back fill on our operation side to make sure we're not loosing revenue as we implement a system and it's difficult to do but it's something that we're prepared to do in the budget reflects those requests. >> fantastic. thank you. i see no other questions. appreciate your presentation. next up we were going to hear from recreation and park department. legendary phillip ginsburg. the rec and park department has a budget of $231 million. you are here to ask for

$9.8 million increase. you have a personnel count of 935 and they are just simply asking for one more. one more person to add to the team. >> go ahead morning supervisors and after that introduction there's no place to go but down from here. i'll try to do my best. we're pleased to present our budget. i'm with our chief financial officer deric chu and he will help me out on the questions i stumble over. >> see you have a large slide deck. >> wore going to move quickly because you wanted us to be fast and fun and what was another one? >> thoughtful. >> i forgot. >> so we have a very vast system as you know. just a couple of numbers that we wanted to highlight is 72,000 hours of recreation programming annually. we're right now, this is our first week of summer camp season we're operating 475 summer camps

right now all across the city. it is one of our fundamental tenants that everybody has an opportunity to play regardless of ability to pay. this past year we funded $1.3 million worth of subsidized trams through the scholarship program. we rely heavily on our communities to keep our parks safe and clean. 203 hours of volunteer. as a result we've had important bench marks for the sixth year in a row. san francisco is considered one of the top five parks systems in the united states of america and we are the first city in the united states where a 100% of our residents live within a 10 minute walk of a park. our budget process -- we engage in a lot of planning throughout the year. part of this was because of proposition b but a lot of it is innate to what we do. our budget is based on our

five-year strategic plan and two year capital plan and equity lens and metrics. we try to prioritize programs and services. we invest in capital and deferred maintenance projects. we are very focused on park safety and focused on workforce development. our strategic plan has become our road map our bible. we take it very seriously. we update it every year. we lay our our initiatives and make our choices based on what is in our plan. we have five core strategies, which is we troy to focus on public space, play, investment, steward ship, and on our team. our data is based on looking at the state's -- seven

characteristics tracked by the state of california. we look at the top 20% of census and we're able to identify parks within those areas that we consider equity zones. as a result, we're able to actually measure and track our level of service in our most underserved communities. there are some areas in which the data's very informative and it helps us make policy choices. some things to highlight, we have about .5 parks per 1,000 residents compared to .2 or .19 parks per 1,000 residents in non equity zones. 7 9% of our para maintenance work requests are competed in equity zones compared to 77% in non equity zones. i think the stat that we're most proud is our level of investment right now. we have $88,000 in capital

investment per 1,000 in equity zones compared to 31,000 in non equity zones. we really are trying to prioritize our work and our investments in communities that need us most. this is a look at our department budget. our total proposed budget is $231 million but this is comprised of both operations and capital. our operating budget is about $1,740,000,000 and about 60 this year is in capital. capital is lumpy. it's based on the timing when bonds are issued. funds are allocated when we receive state grants, when we receive fill an tropic grants. it always looks different. just to break it up for you, about 77% or 77 million or 33% of our budget is salaries and overhead and 15% mandatory fringe, 3.6 is a hodge podge of

things that are ancillary and it's the cost of running our golf course, some of the funds that we get to maintain the landscapes at our libraries. the botanical garden fund. it's a mishmash. and $60 million in capital that includes facility maintenance and cal ta tal pro enters. taking a look at our resources and how our f.t.e.s are allocate. half support recreation and aquatics and another 10% are structural maintenance division which supports both park maintenance and all of our facilities. we invest in park safety. we have staff at the marina. we have a volunteer division. and about 8% of our staff is

back of the house which is quite lean. that's our finance and administration and our human resources, our contracting, purchasing, et cetera. some highlights in this upcoming budget season. all of our investments are linked to our strategic plan. so we are making an additional investment in open space resources in both staff and materials. our parks are increasingly well-loved. we are also in the process and have been successful at acquiring new open space and some of our renovations demand staff resources to both program and maintain them. we continue to invest in our park ranger division which has been really successful. we have much more regular presence in some of our most intensely used parks and areas. places such as dalores park at alfred lake and the panhandle justin her man plaza but our rangers rotate everywhere and

they do a mix of embassadorship and park information and they also try to make sure everybody feels safe out in our parks. >> under inspired play, our primary focus is on activities that support health and wellness and park safety. we're making a continued investment in our peace parks which has been a very successful program. we're making an investment in our -- i i got tongue tied. >> it's a problem at the same time. more art is here. art studio. zumba, we run 38 free zumba classes all over the city. we're investing in recycled water, trail network, we're investing at a workforce development program with h.s.a. and having more staff rest rooms around town. which is a program we're proud

of. we are investing in our apprenticiship programs. >> ok. >> almost done. this is just a quick look at some of our capital and deferred maintenance investments. under proposition b we identified $15 million of general fund capital a year for specifically for deferred maintenance and then through fees and a few other various resources such as -- hold on i just lost my slide. through epic funds and open space allocations we make specific investments in capital projects. i think that's pretty much it. >> thank you. i have a couple questions for you. first i want to go back, i understand you are bringing a geo bond to voters? can you update me on how much you are asking for and which elections year you were.

>> we are scheduled to be on the ballot in november of 19. the current allocation of that bond is $185 million. we have been in conversations with the capital planning committee with city administrator kelly w. our controller and obviously with the mayor's office over a strategy to combine the next two bonds and also give us a little bit of a appropriate cost of living adjustment. we didn't have the same amount since 2008. >> the 185 is the same amount since 2008? >> yes. >> ok. >> 35 is that for waterfront open space in the port. coming up in the next bond, we have some really, really important legacy projects and then there's a demand for investment and our parks and all of our neighborhoods. but things like ports smith square, japan town peace plaza, rec center, these are all really big expensive projects.

>> are these maintenance projects? >> no, complete full renovatio renovations. >> you also have an ask for $15 million budget allocation for maintenance. >> the difference between on going deferred maintenance and renew als. our bond program, for example, we've been the co-chair of the task force, that actually is going to be 100 million-dollar park project before it's said and done and we'll phase it. port smith squarely renovation will be $50 million project. jane rec center one of the oldest rec centers in the system is well over a 50 million-dollar project. our pavilion which is the most unsafe building in our system well over $50 million. so the cost of these projects, you know, that is just what it

costs. we have two programs supervisor, to answer your question. the bond program really is investments in renewal and renovations of parks but we need on going life cycle maintenance short of that renewal. we're invest north deferred invd maintenance to keep them in good working and repaired order until their life cycle expires. >> what's the process you go through within your department to determine where a project is on the deferred maintenance list? maybe it's just a list and maybe they're not ranked. you can let me know if that's the case. i would imagine if you put something -- a new project that is added to the deferred maintenance, i would imagine needs less maintenance than the older projects on the list? is that the -- >> so we operate under sort of a

life cycle system and in fact, you have invested in and supported the development of a very new data base which we're in year two or three for and it's just being populated as we speak that is going to actually create for us a life cycle of all of our assets and i think we have 50 million vertical feet of assets. it's an enormous projects. it's going to help us identify basically the life cycle of various assets. when we need to do preventative maintenance. we move from preventative maintenance to renewal. there's a system by which we move forward. ultimately we measure the facility condition index which is a number when the cost of reparing something exceeds, gets too high, then we move towards renewal. so for example, keys are on a scale, i believe, it's a 1-point scale. where is antonio.

i think it's a .9 on our facility condition index. so between 0 and .5, you invest in deferred maintenance and when you get over .5 you think about it's probably more efficient to renovate it and renew it than continue to repair it. >> thank you. supervisor fewer has a question. >> thank you, very much. as you know, 70% of golden gate park is my injury us diction ane saw nesting owls. the questions i have are, one question i see that you have on your slide here about peace parks and then an investment into the peace parks. i notice that also that $500,000 was allocated from the soma tax

money to peace parks. i wanted to know that, and i'm sorry, i'm not seen it on your slide so maybe you can just tell me what your investment in peace parks are. does that money also include the $500,000 that was allocated from the tax money? >> the peace park program for the three sites we're operating currently, that were funded on a one-year basis, it was actually $1.4 million. our hope supervisor was to expand to a few other sites where we thought it was worth it. i will be candid, we were disappointed with the outcome of the sota tax advisory committee's recommendation. we are the largest provider of health and wellness and children and family services in san francisco. there were a number of programs that we were hoping would be funded through the sota tax that were not funded. we got a small piece of an allocation for peace parks and we have to come up, it doesn't

fully fund peace parks is the answer. >> is this a an expansion. this wouldn't be supplanting? >> no, none would be supplanting. when we were asked to do it, last year it was done with some basically a one-time source because the need was urgent but it was not a funded program, even last year. >> so it's not a supplanting. >> no. >> great. because that money was not, the purpose was for expansion and not supplanting. great. now, we've had conversations about the collecting of data and race and ethnicity. i've been told you can't do it because of law. but actually, there are many city departments, dcyf does it all the time and other city departments too. have you taught about adding race as option into your data collection? >> in response to our

conversation, actually i think last year about this, we did actually go back and do some homework on it and we are now including race as one of the vulnerable population characteristics we are measuring in determining our equity zones. >> that's great. because as we know, that these areas that equity zones, the school district also tried to do the zone thing and they got rid of it. actually they were so quick in the city they changed. if we were really to hone in around vulnerable populations we can agree that there are some populations actually in order to be equitable need more. and then, i have to ask about, because richard rossman is also my constituent, what are your plans to restore and reopen the mothers building at the san francisco zoo which has been closed since 2002?

>> you'd have to ask the san francisco zoo that question. we have a lease with the san francisco zoo logical society. they are the property managers and the tenants of that space. >> great. thank you, very much. >> sure. >> supervisor yee. >> thank you. one of the questions that i'm asking is the issue of programming for seniors and i guess one related question would be when you did the equity mapping, was seniors considered into your data? >> yes, one of the characteristics is the presence of youth and seniors. >> are there any plans to actually expand senior programming when it comes to

recreation? >> supervisor, we're always focused on that. in fact, the two core sort of user groups that constituencies we're most interested in are youth and seniors. which is to say we don't want everybody to enjoy our programs and services but our investments are for youth and seniors. i don't have -- i know exactly where it is but i don't have it access to it in my mental file. the program hours and number of programs we provide for seniors but we track it and i'm happy to get you that information. obviously, we have the golden gate park senior center and sharon art center and we've been adding senior program in our clubhouses. we did this successfully at the west portal clubhouse and less successfully at sunny side because the program and the site didn't really match. some of our zumba programs we're offering all over the city are geared towards our senior population. we are acutely aware of our

responsibility to provide accessible, healthy, affordable stimulating recreation and culture activity for our senior population. >> and so i know there's some existing programs that you have and i guess maybe the question is do you have any plans or strategic plan to maybe increase the number of hours of programming for seniors? >> yes, it's a specific initiative in our plan is to prioritize plans for youth and seniors. we do this through a number of different ways and one of the issues here is how we count and who is defined as how we define as a senior. is it someone over the age of 50 which now includes me? is it 55, 60? there are different ways we can track by age the people that are participating in our programs. but obviously we have a couple of facilities that are really specifically targeted towards

senior programming. i do think it is something for the city to think about and we have talked about this internally. we ought to think about a senior program facility, whether it's rec and park or another entity or organization in southeast quad rant of our city. the senior city in golden gate park is successful but it's in the northwest. one of our areas of growth and expansion that we would be interested in, we have to quick outo createa little bit of agren balance but we offer sen year programs at all of our facilities. there's not a single rec center specifically that doesn't have some programming geared towards seniors and some of our clubhouse with our community partners, as you know, we have self-help for the elderly and a number of our facilities.

we are always looking for good clubhouse community partners that can provide senior programming as well. >> thank you for that. i'll continue to work in partnership with you and looking for opportunities. the other question i have is looking at bond measures or maintenance funding, i would like to see maybe you were already thinking about this, it seems like i know that you are working on a contract, i guess, or you have a vender that's going to possibly operate out of that old rotting ham facility. general around the lake itself, has there been any thought about how to improve that?

let me say that, i go there quite frequently and so there's a lot of people that use it to either walk around or jog around or bike around. one of the concerns i do have is this whole living together between people that actually are on foot and people that are on bikes. it's different when a kid is just trying to learn how to ride a bike and they're going slow but i've seen bikers there, actually race around there and any sudden movement. >> it's something we give a lot of thought to and the 2012 parks bond has a small amount of money to make improvements on and it's only $2 million which is not enough and the reason that's moving slowly is because part of the infrastructure there has been deemed historic and there needs to be a further evaluation

but we do have really interesting tenant offering a real diverse array of environmental programs set to go at the site so we're hopeful, we have to keep them with us as we march through our bureaucracy a little bit. around the lake itself, one of the improvements that we intend to make and it gets to the seniors and health and wellness issue is we intend, if you are familiar with sunset boulevard and it's also in a few different parks and playgrounds, the outdoor fitness equipment. our goal is to put outdoor fitness equipment around the lake at half mile increments to provide diversity of opportunity for exercise. the bike pedestrian issue is a little bit more complicated and really involves m.t.a. first of all, people should not be riding their bikes on the sidewalk. but as you know, make merced boulevard and some of the roads

around the lake are hectic and it requires more of a collaborative conversation with m.t.a. which we should advance whether it's bike lanes or in part. the ocean beach master plan does contemplate some pedestrian safety and bike safety improvements at the intersection of great highway and john daly boulevard or lake merced boulevard that comes out the southern most part of great highway? >> it's john daly. >> so we're contemplating a traffic circle there and some trail connections there to make it easier for people who are waking around the lake to then head to the open space and some of the trail network on the other side of john daly boulevard. they are valid points. >> and i guess, one other point around the lake is, i know we've been discussing and hopefully we can find some funding to complete that ramp or --

>> the ramp for the dragon boaters in the north lake? i believe is what we're talking about, right? >> right. >> so the money that we were -- we're almost there. the funding and it's a conversation you and i always seem to have. we are juggling just as a bit of context. we have about 170 capital projects in our system moving all at the same time in different stages of planing and different stages of funding identification. we're constantly trying to push all of this investment uphill as fast as we can. the money that i mentioned in the 2012 parks bond, in addition to the fitness equipment and some of the trail and parameter improvements around the lake, which we're interested in and which we can only nibble at because of the funding we have, also does, i believe, involve improved circulation and finally

fixing that darn dock in north lake. so, i am as impatient as you are about that. >> thank you. >> thank you. supervisor fewer. >> he triggered my hosting your playground thing. you know, in my district, i have a wonderful senior clubhouse that has over 1,000 members. are there any plans to renovate that area. i mean, the clubhouse itself, i think it's bursting at the seams and bathrooms flood and i'm concerned about seniors slipping. is that part of your renovation plan? >> well, in the areas, that senior center is bursting at the seams so i don't disagree with you. we're prioritizing our investment at the dog park next to the senior center so we're

trying to drive that project first. we have completed or almost completed some access improvements in the golden gate park center. i share your dream and vision for sort of some outdoor recreation space behind the golden gate park senior center that includes community garden beds origin some more outdoor fitness equipment. you know, anything sort of beyond, even that scope we have to talk about in the context of a large capital project. so i don't have funding identified for that. so as we work through the conversation about the 2019 parks bond, and the level of funding for the parks bond will dictate the capacity we have to do some of these priorities. we have these five major projects that are in various stages of planning that are really core legacy projects and right now i can't even afford those five. with the bond allocation we have. depending where it ends up, we'll have an opportunity to

work with all of you and to work with our communities on what else we can invest in during the next bond cycle. >> are the bathrooms to be renovated or fixed at the senior center on your list? >> the ones within the senior center? they're not on a list. if there are maintenance problems at the bathroom i'll have my staff look at it. >> ok, thank you. >> beverly has always been out there and we're aware of it. it's fixed. >> thank you. >> how about that supervisor. >> that is so good, phil. and then i just wanted to say thank you for the renovation of the the aragon playground. so beautiful. i wanted to also note that i am wondering if we -- i put aside some money to plan for a senior playground and i wanted to mention that also to supervisor yee, because actually i think my seniors and my neighborhood would appreciate a senior zone. so they're not fighting

bicyclists, frisbees, all that kind of stuff. now, is it possible if we do a planning process and it's shovel ready we might be included in the case. >> for the senior playground? adjacent to that? >> the answer is maybe. it's really going to depend on funding capacity. we do like the idea. we do have the court there which is for all seniors and i am interested in creating a space behind the senior center whether it's for tai chi or some other form of exercise or community gardening which is recreation for many people that we provide some outdoor space. we do have golden gate park and as you know, we see seniors exercising on the asphalt area by the rest rooms at 35th all the time and there are lots of other spaces and.

>> it looks like it's and i want to say thank you for the free zumba also. but i have absolutely -- i'm seeing people participate and it's a great thing it's a free zumba and it's drop-in and we see and it's by no coincidence norman yee and i are concerned about senior services, we're over 60. >> i'm catching up. i'm right there with you. >> thank you, very much. >> that's funny. >> ok. >> thank you. that concludes your presentation. >> no problem. next we're going to hear from mr. ben rosenfield. madam clark, 5, 8, 9, and 10.

ordinance adopting the neighborhood beautification and tax destination ceiling for 2018. item 8 is 800,000 from district 7, 8 and 10 board projects responsible unit propitiating 800,000 to zar yus departments to support budgeting projects in fiscal year 2017-2018. item number 9 is a resolution concurring with the controllers and establishment of the consumer price index for 2018 and adjusting by the same rate and item number 10 is a resolution with the controllers certification that services previously approved can be performed by the project and by private contractor for a lower cost than similar work for city and county employees. >> all right. >> thank you, i appreciate that. >> just so we're on the same we're talking about a total

budget of $68.2 million with a 1 million-dollar increase and personal at 252 and there's a request for six-person decrease. you don't see that very often. >> thank you for the introduction madam chair and i'll be brief as requested. you know as well our mission is to ensure the city's financial integrity. we provide a number of core financial services but the city relies upon to conduct a lot of our business that includes fundamentally as the name implies, we're here to control and report on city spending so we safeguard the appropriations that you provide departments each year and then report to your regularly how they're proceeding to send those. while you are the decision makers regarding the budget we play a fundamental role administers it whether it's

running the system you are using to prepare the budget now or administering the budget after it has been adopted through the year and we run the core i.t. system the city uses to perform it's not just financial but other business. we manage the city's debt portfolio through our office of public finance. we have a large auditing assistance group in the controllers office that the created by voter mandate in 2004. that we use to conduct audits and run different projects to help the government perform better. and then of course, we have a number of different mandates that require us to report on legislation and ballot measure and we want to be helpful in the development of those measures. we have a number of different services we're trying to provide in the controllers' office. the next slide is a brief summary of a pi chart showing that allocation of the $68 million you referenced,

madam chair, by function and division in the controllers' office. we'll wait one second -- [ please stand by ]