country, and then back he. last time i went back was a couple years ago. >> i came here six months, i know nobody. now i have the team has a family, the coaches. amazing. >> i'm hoping for lifelong friendships, and i'm super inspired by what they've been able to achieve and want to continue to grow alongside them. >> i love my family, i love my team. they're just like a family. it's really nice. >> street soccer just received a five year grant from the department of children, youth and family, and this is an important inreflection point for street soccer u.s.a. because their work in our most important communities is now known beyond just san francisco recreation and park department, and together, we're going to continue to work with our city's most vulnerable kids and teach them to love the

beautiful game. >> i want to tell everybody back home, i hope you all make it over here and join teams like this like street soccer u.s.a., and live your life. get a better life. >> right away, just be patient, and then, everythingill be and then, everythingill be >> good morning, ladies and gentlemen. it is my favorite time of the year where we all come together and we talk about budget. our mission and why we serve san francisco. with that i want to welcome you

back to the budget and finance committee. today is june 15th, 2018. sfgov, thank you jesse larson and samuel williams for assisting us with tod's broadcast. we would be nowhere out the clerk of this committee, linda wong. we're grateful for their service. i want to recognize my colleagues, supervisor sandy fewer who is the vice-chair, jeff sheehy and on my left catherine stephanie and joining us shortly will be supervisor norman yee. we have a very, very full agenda. for those of you who are coming for today, you can lucky. dget session for the last, this is our third day. wednesday, yesterday and today. madam clerk, call items 1 and 2 together. >> clerk: item number 1 budget and appropriation ordinance propitiating all estimated receipts and all estimated expendstures for department of the city for fiscal year-ending

june 30, 20 and annual annual salary ordinance in the annual budget and appropriation or did dinnance for june 30, 2019 and june 30, 2020. >> thank you, we're going to hear from 20 departments this morning. we'll have a strict time limit. you have between five to seven minutes. don't be offended but i will cut you off when you get that seven minute mark. and then we will have questions. also, if we do not ask you questions, don't be offended that just means you are lucky. so, with that said, i want to welcome our friend tom down. he is representing the arts commission today. the arts commission is a total budget of $22.6 million and tom has the nerve to come and ask for $4.6 million more. so, tom, i'd love to hear you defend this. also, in the arts commission, he is requesting no additional personnel but he has 31 members of his staff. welcome. >> good morning, madam chair.

and supervisors. it's great to be here and it's really great to be number one. so thank you. as madam chair mentioned, i'm the director of cultural affairs at the san francisco arts commission. i wanted to start by contextualizing a little bit of our budget for you. as you all now, our wonderful federal administration has threatened to cut the national endowment for the arts in its entirety twice. we're seeing needs continuing in the aas of affordability for artists and arts and cultural workers in san francisco. we are thrilled to have a historic proposal being introduced by supervisors peskin and tang to go to the ballot in november of 2018 to restore the historic hotel to arts and culture funding in san francisco. san francisco was one of the first cities in the country with the foresight to tie hotel tax revenues to arts and culture funding with the idea it's arts

and culture that makes our city unique and it's what drives many visitors to come to our cities. data shows it's what keeps visitors in san francisco longer. this would be restoring the hotel tax funding for a number of arts sources. the proposed ballot measure will go back to budget and finance committee on july 12th and 19th and to the full board for the vote on july 24th. this is an unprecedented collaboration among community stakeholders and i can honestly say i do not believe i have ever seen the arts community come together in such a coordinated fashion to champion this new measure. increase funding for exiting and new programming and it's budgeted to begin assuming passage of the measure in january of 2019. includes cumulative new funding to the cultural equity endowment which we manage. it supports historically under

served communities both individual artists and small and mid sized budget arts organizations. it was one of the first endowments of its kind in the country to make sure that there was equitn arts funding. the cumulative growth over the two years or the year-and-a-half of funding that would be in this budget is $2.1 million of new funding out to the community. it includes and assumes passage and one $1 million of new funding for our culturalcent s. these are the four city-owned cultural centers we own and fund. general operating support two including the bay view opera house, the commission culture inform latino arts. then it includes a new arts impact endowment fund totaling $4 million over the two-year budget period. this is a new source of funding for a number of uses and it would be guided by a five-year cultural services allocation plan that the arts commission

would lead and the city administrator would approve as the overseer of grants for the arts. and this would be a needs assessment to look at emerging needs in arts and culture to make sure we're able to meet those needs with new funding. including service organizations, capital needs of arts organizations and supports for individual artists. the hotel tax revenue growth beginning in fiscal year 2019 assumes a 3.4% growth of the hotel tax. so our next slide here shows -- if we can move to the next two slides. restoring hotel tax funding for the arts. you can see the current breakdown funding. six months of funding in fiscal year 19 and the fiscal year 20 funding and each of the arts commission would manage which is cultural equity endowment, and the arts impact endowment which is new funding for total

cumulative growth and these dollars would go out to the community of $7.1 million. so, to our next slide, you can see the shift in revenues from the arts commission. traditional funding from general fund to restoring the hotel tax and you can see that represented in our revenue. all the new dollars will be going out in community funding and then the next slide, you can see our expentures. this budget assumes no new positions. you can s that the entirety of the growth would be going out in grants and contracts to artists and community-based organizations. the small and mid sized budget category for arts and culture organizations in the current cap of budget of $1.4 million. both individual artists and organizations in the small budget range. you can see that salary and benefits only increase for exiting positio and you can

see modest growth and capital maintenance targeted to our four city-on the cultural cters. city-owned cultural centers. >> you have three minutes to spare. i like that. setting the bar high. supervisor fewer has questions. >> i see this increase is largely based on the passage of the november ballot measure, is that correct? >> correct. >> so your budget would be diminished, it was proposed budget diminished if it did not pass in november, is that correct? >> right. the budget proposal is contingent on the passage of the ballot measure in november. >> for the grant program, can you tell me if there's a district parity. how much funds goes throughout the city and is it disburses in aan he can witt witt able way. >> that's a great question. it tends to grap gravitate on tt corridors so the bart corridor

is where we see the greatest concentration of arts and culture organizations and other transit corridors of the city. so we do see the largest amount of funding in district nine and in district six and we do continued work to reach the other districts with, whae've seen is consistent growth. i think we continue to do better specifically in supporting individual artists. we've seen a growth in funding to individual artists on the west side and the south of the city. and that is largely due to affordability and where artists are living in the city. and we continue to actually have a more taylor outreach strategy and specific communities. we recently initiated a bay view registry for artists in bay view and we have efforts this year with staff doing technical assistance wkshops in locations outside of where we see the number of applications. we see much greater parity on the individual artist applications but our organizational applications do tend to come in heavily from the

major bart corridor. >> so in dollars? can you tell me -- for example, my district, how does it work for district 9. >> i don't have that breakdown with me. we have them broken out. >> that would be great. i would love to see that and see the amount at the actual dom arresdollarsthat are combined an down. by individual artists and also by cultural events or projects. i think that, while i appreciate that a lot of them are long commercial corridors i actually think that they're also should be a sense of district parity and that, you know, art is just not appreciated in district 9. art is needed and appreciated everywhere in san francisco. thank you, very much. >> absolly.

>> when you talk abo restoring the hotel taxes, was there an amount that was lost? >> yes. >> 7 million or 8 million we're talking about? >> yes. i may refer to my colleagues in the budget office to speak to the history of the hotel tax fund. the ordinance that had guided the hotel tax there had been recommended alignment with growth of the hotel tax. this is setting a next that would include a florida ceiling of 10%. i can't speak to as much as the historic, controller or budget office might speak more to the historic allocations, which we're just commended and not necessarily what the implemented budget was but the current measure that would be going to voters, if approved by the board, would assume a 10% growth cap of the hotel tax so the

funding to the arts would not grow more than 10% more than tax revenues. the funding would tie to the hotel tax revenues and we would get a percentage of that growth but not anymore more than 10% of growth and not any less than the 10% reduction in those funds. >> wait a minute? so, it would go up to no more than 10% but you wouldn't have -- that sounds like 10% per idea. is that correct? >>el0% of th baseline funding that's in the current fiscal year. the measure would take the baseline funding. you can see it's allocated to each of the respective funds in the areas of use. and it would then grow based on hotel tax revenues that the city takes in every year. >> i just want to -- because you kept on using restore total taxes. i guess what i'm confused about,

did you actually, at some point, when maybe the hotel taxt you collected went to the arts was five million and all of a sudden they cut it to 2 million. is that what happened? >> yes, so that was rescinded by the board in 2013 so there was an ordinance that guided that nexus but it did not mandate that allocation. this was a recommended allocation and so there are other arts funding sources not managed by the arts commission including grants for the arts funding tied to the hotel tax. this would be restoring that nexus to the revenues. >> i have a question. i'm looking at your sources of revenue that's coming in. it's just says on the first line it says other local taxes. maybe you can talk to me about that. i have it on page 94 on my budget book. do you see that at the top? >> yes. >> other local taxes. >> i might ask our -- i see

other but if i could ask our deputy director and c.f.o. to assist. >> that's perfect. or if the mayor's budget wants a preferred answer that's fine. >> i believe it's the hotel tax. >> ok. >> how come you just didn't say hotel tax? >> they're looking at the mayor's budget book not our slide. >> hello? >> could we have the budget. i don't have the budget book in front of me. ma requirthis is a report out oe budget system so we didn't do that level of formatting for each department's report. >> it's labeled other local taxes, is that specifically the hotelax? >> i believe and i will confirm for you. in this case it is the hotel tax. >> is this a projected revenue based on the fact that the items going to the voters in 2018 in november and that's what the projected revenue stream will be?

>> i will defer to my colleague in the controllers office. >> ok. >> so the amount of hotel tax in the arts' budget is equal to the amount that is being -- that is in the proposed ordinance and then the growth of that so in the second year, is based on our projection for hotel tax. >> so i see the proposed budget for 2018-19 is $6.4 million, is that right? >> yes. >> and then you expect it to grow by fiscal year 19-20 to be 113.5 million. >> the reason it's high because in the first year it's half a year of hotel tax because the measure takes effect on january. >> so this is anticipated revenue coming into the department. and if the measure doesn't pass, then we have to rebalance the

budget? >> i have to defer to the mayor's office. e're wot off to a good start. we'll come back. we'll wait for kelly. i have another question about the unappropriated fund balance. can someone explain that to me? unpre prated balance. the original budget in 2017 is 772,000 and it goes up to 76,605 in 2018. what happens when you go first, tom. to all the rest of you folks out there, get ready.

>> hi, we'll have to check and get back to you. there's been a lot of changes with the new financial system and how our budget looks and reports so i'm not familiar with that particular line item. >> that's ok. you guys will be coming back to the budget next week. we will continue to move forward. i don't think there's any other questions. thank you for your presentation. we're going to move on. >> thank you. >> we're going to move on to emergency management. we have a veteran coming, anne cronnenburg. it's $95.7 million and i believe if i'm not mistaken, mayor farrell put a little money in there. you are asking for an additional $7.8 million. you have 270 personnel looking to increase that by 13. >> that is correct. thank you chair cohen and members of the budget and finance committee. i wanted to start, i'll keep within my seven minutes but just thanking all of you.

last year was a difficult year for us, and you supported us with our expansion of 9-1-1 staffing. we are now meeting our service standards and i'm grateful for that. we're in a good space now and it's because of the support of the board. our first slide is just the way our organization is put together and we have new divisions and administer the grant funds for the region. you ask us to report back on our strategic goals and have it in our proposeel budget we have basically the four main goals that we have, the first is ensuring a prepared and resilient city. in our question for new

positions support organizations and beyond the watch center pilot and staff in our division of emergency services continue their c this is something i've asked for for the last four years. we are the only large urban area in the united states that does not have one so i was thrilled to see that the mayor's office put this pilot in. second strategic goals and i started the presentation and we appreciate your support and we're continuing highering over the next two years and hope to have six new academy classes

over the next two years with 90 new dispatchers. the board of supervisor gave us $250,000 for campaign around 311 and 9-1-1. we got approximately 30 million impressions from that campaign. we really node to make sure the public knows who to call in any kind of incident, whether or not it's a true emergency and we want people to call 9-1-1 or it's a dog barking or some other non emergency item where 311, which is also 24/7 could be spending. we very much appreciate the support of the board. this year, we're excited, we're going to launch, we've been working with the san francisco unified school district. we have a curriculum that we've

developed with the cool district and the seventh grade teachers are collectively teaching 109 classes or 4,000 students a year. we're going to have emergency preparedness, we're going to have our sf72 so we're excited we're going to reach young people with our message. we know if we can get to young people, talk about these preparedness and they're going home to teach their families and we really feel this outreach is something will change the way that san francisco looks at emergencies. the final goal is strengthening our regional partnerships and relationships. san francisco receives $24 million in federal homeland security that we administer for the region. we're the fiscal agent. i also serve on the bay j.p. a.

that's the bay ricks communication system j.p. a. and we're working to ensure new implementation of first net throughout the region so our first responders have a dedicated public safety channel and are able to connect in any kind of emergency. our major staff changes for the upcoming year and we are supporting our 9-1-1 operations in implementing multiple year hiring of dispatchers in the last slide we're looking at hiring over 90 new dispatchers over the next two years with the support of the mayor's office, we are launching a pilot watch center program and lastly, we received approval a scoping project to radio place the current cad system computer added dispatch system which is near end of life. these new project management positions we're requesting, one

is an 0933 manager 5 and one is a 1054i.s. business analynd it will allow us to identify the true over all cost of this project much as we did with the radio replacement project five years ago. we had a two-year scoping. we're going to come up with a long-term funding strategy working with the mayor's office. there are a number of major projects initiatives included in our budget this year. there are four critical i.p. approved already which includes an allocation of 9.9 million in fiscal year 18-19 and 8.3 million in 19-20. the largest of these i.p. project request is the public safety radio project. we've been coming to you as i said the last four or five years on this. we are making great pess. this will basically finish the implementation phase of the

project over the course of the next two years and the radio project should be completed by june of 2020. while the radio project is nearing completion we're introducing a new major i.t. project which is the replacement of the cad system and we're asking for this two-year scoping phase. other projects are capital planning projects totaling $2.4 million that is radio site -- >> your time is up. finish this slide. >> radio site improvements related to the radio project. upgrades for redundancy on the 9-1-1 floor and also designing the expanded d.e.m. emergency response center. >> i'm to jump in with a couple questions on the expenditure overview side which is the last slide of the presentation. so, like most departments, it

looks like you are mostly large chunk of your budget goes to salary and benefits and just to that daily funcons of just running the department. talk to me about work orders. i see it's 8-point 9% of the budget of 8.6 million. how does that manifest in your department? >> i'm going to ask my fiscal ficer to answer that. >> thank you. >> thank you. the department of emergency management. the work order would be services with the dt, department of technology, we have a real estate work order for site leases and then we have miscellaneous ones like workers comp, d.h.r. and the city attorneys. >> thank you. >> real quick, can you describe to me a little bit about your debt service? it's standard. >> debt service is for bonds associated with the original 9-1-1 project including our facility. we also have debt services

associated with root project since that pays for some of the financing of the radios. >> thank you. supervisor fewer. >> yes, hello. thank you for your presentation. so can you tell me a little bit, when i went to go visit, i know and last year we really discussed about the problem with hiring and also retention. and we' heari a lot, i think all of us heard a lot about some employee dissatisfaction. a lot of work, not happy with the job. can you just talk to me a little bit about that because i see your budget includes an expansion of your workforce. >> so we have already expanded the 9-1-1 operations floor. actually it's happened since you've been to visit. so the work environment is a better work environment now. we are relying much lesson mandatory overtime than we were for the last two or three years.

we are in a much better space. you can feel it on the floor. i'm not saying everybody is happy. 's very important for me, and the department, that we look at wellness and that is one of the initiatives that we've had in our department. we want a healthy, happy workforce and since we've been le to bring more dispatchers in, over the course of the last two and a half years and reduce overtime, it's a much happier place to work. >> also, do you provide post traumatic stress training for your dispatchers dispatchers? >> we work with employee assistance program on various things related to that. we do try to coordinate with police department on specific incidents. that is an area we're exploring how to expand what we provide.

there is a growing body of literature in the field that dispatchers do have effects of ptsd and so we've been talking with particularly our colleagues and the police department about how they support their workforce and seeing how we can either piggy back or replicate that type of support. >> i do thinkhat th are in the category first responders and i just think it's a very stressful job and they are actually experiencing, if not physically right there, they are actually experiencing some of the same stress that actually are first responders are experiencing. i would love to see that. i just think it leads to a healthier workforce and it's our responsibility to our employees that we actually provide this type of service to them. >> absolutely. thank you for recognizing them as first responders. there's a little bit a debate la

debate. i argue strongly they're not clerks, they do have the responsibility and the stress associated with that life and death efforts. >> thank you. and then i wanted to know, are you planning an expansion of languages that are available on alert assess? >> another deputy director. >> hi, i'm mike. deputy director at d.e.m. yes, we're working closely with our communications director for answers so that's one of the areas that we're constantly expanding is languages and how to put out timely alerts in many languages. >> that's great. because in my district, i have a lot of mono lingual chinese and russian speakers that are isolated seniors. it's not available in their languages so thank you. and i wanted to talk about, we

directed -- we had a campaign to direct 9-1-1 calls to 3-1-1 if they're non emergency. do you have any numbers that can tell us what a difference that money made? >> i did bring s numbers. the make the right call campaign has been successful but as i mentioned in my opening remarks, behavior does not change overnight and we believe that we need to continue the campaign. we had about 30 million impssions since last oct when the campaign started. we have been able of the 60% of our 9-1-1 calls are actual emergencies that means 40% aren't. in terms of actual numbers going to 3-1-1, i don't know -- >> we just heard that the numbers are up and they need it to cover those calls. >> right. so we have been deliberately changing the way we do dispatch.

when things come into us that are not a 9-1-1 call and we've gone through what calls should be going to 3-1-1, we have been transferring those to 3-1-1, that's why they need the additional staffing. >> but you are at 60% that are 9-1-1 calls. >> 60% are 9-1-1 emergencies. >> a lot of work to do. >> yes. >> thank you. >> and i just wanted to mention that i think it's great that you are working with the sfusc. when i was there, we explored a program called serve, student emergency response volunteers. actually, what we looked at is many students are bilingual and able body and they know technology really well. we feel like we weren't using their skills in a way to serve the community well enough. i'm hoping this can actually be sort of a program that can compliment what you are doing on

the ground because i have a lot of seniors in my neighborhood that would need assistance in an emergency. and then i just want to talk about the cool centers. last year, we had a huge heatwave a i think we're unprepared about which cooling centers, it never gets that hot in san francisco. 'm bringing up another thing just because i've been reading a lot about it. do we have any quarantine centers in san francisco? have you looked into that. >> to my knowledge, no. from my years at the health department and that's really a health question, an emergency management question. i believe if there was a need for quarantine we would want people to be in their own homes. that does not address homeless people. i'm sorry, supervisor, i can't answer that. >> they're on our list too. thank you, very much. >> thank you. >> i have a question about the revenue sources coming into your department.

again, if you can just speak to or explain the unappropriate fund balance. $500,000? >> what is the question? >> the unappropriated fund balance. i would like your finance person to explain it to me. how it relates to your department. >> it's the $500 you are referring to. that's a capital planning process. we have capital projects and part of the funding is tied to the capital planning fund. >> thank you. >> what's expenditure recovery? >> that would be the work orders that we charge out of the departments for services. it's basically for things we provide for some departments like m.t.a., we provide dispatch service after a certain hour so that would be our recovery from them. >> does that number fluctuate from budget year to budget year? i would imagine it's an estimatation. if the department doesn't have a demand, then you can't bill them. >> correct. it really would depend on the department's requesting that service and generally remain the same over the last couple of years. >> ok. all right. thank you.

>> great. thank you for your presentation. next up we have the fire department. good morning, chief. the fire department has a total budget of $398 million. they have a request for $17 million more. they have 1,665 personnel and they're looking to bring on an additional 20. thank you, chief. good to see you. good morning. >> good morning. >> when you are ready you may start. >> chair cohen, members of the budget and finance committee, i will also be able to get threw h this in seven minutes. i he to thank the mayor's budget office as well as our continued work with the budget and legislative analyst. mr. rose's office. thank you for your consideration of our budget. this is for a brief overview. the first slide, i have nine slides. i'm going to get through them all. this is a high level summary of

our budget. the top table shows the f.t. exchange. total department f.t.e. count increases by 20. the majority of that is for additional personnel assigned to our airport. for operational and training purposes and those are completely funded by the airport. the one new general fund fire f.t.e. is a grant writer for the department. that's been incorporated into the department's budget. the bottom table shows the distribution by fund and you can see the vast majority of our budget is our general fund operating budt. we also have funding from the port in the airport and work orders with city departments. port of s.f. funding was moved to a work order in the upcoming fiscal year. next slide is a chart that will show you the department's expenditure by type. 88% of our budget is set aside for salary and mandatory fringe costs. main low supporting minimum staffing requirements in fire

suppression as well as our e.m.s. emergency medical services personnel. next chart. outlines our general fund operating budget and where the funding is allocated. on the previous slide, the majority of our budget goes toward fond line operational staffing, meeting our minimum staffing requirements and t city's ambulance system. we did, i believe provided all of you a copy of our strategic plan which we're very proud of and we completed last year. the department identified strategic goals surrounding five areas. recruitment, staffing, training, operations, infrastructure, community programs and partnerships health and wellness. the department's budget supports the continuation of a number of initiatives that have begun in recent years under the late mayor lee's administration and it supports the goals of the department's strategic plan. they're tied into our budget. the first one recruitment, staffing and training. the department is funded to continue the mayor's public safety hiring plan through

fiscal year 2020. we currently have a class of 50 that are in the fire academy in their 12th week, it's a 20-week academy. the hiring plan is helped bring up staffing levels basically to match the retirement we have and we're appreciative of that. the budget calls for additional firedees ove the next two years to filet number of retirements that we're seeing coming on board this fiscal year or the next fiscal year. they will be back filling those numbers that are retiring. in addition the department is budgeted for e.m.t. and paramedic to maintain our ambulance staffing levels which i must say are much improved from previous years because of this investment in our hiring. the response times that we see and i can answer any questions about that, are the best that i've seen since i've been chief and that is nearly 15 years. we're really proud and thankful for the investment in staffing as well as equipment. next slide talks about our operations. under the umbrella of

operations, the department was funded for a new initiative, which began, we put it in place a couple of months ago as a pilot. it's called our quick response vehicle which is a unit staff with e.m.t. and paramedics. it's deployed to high volume areas to assist with emerg response. it's a non transport vehicle and they will approve operational efficiency, reduce response times and stress and demand on our larger apparatus as well as the crews responding to the busy areas in our city. in the current year the department was also approved for additional resources related to the successful e.m.s. six program. in which we were closely with our partners in d.p.w. and d.p.h. and sfpd. this will continue in the upcoming year and decrease the collaboration with those agencies to get individuals the righ type of resources that they need.

we are increasing staff at airport including implementation of a bike medic program, which is proved to be very successful. again, joining our counterparts in the sfpd so we a more agile workforce as well as additional training to manage requirements for personnel that are assigned to the airport. we're increasing fire prevention resources at the airport given the current construction climate specifically at the airport as well as the port. strategic area related to infrastructure a few major initiatives. the largest is our equipment fleet replacement plan. 19 and 20 represent years three and four of the five-year replacement plan for our equipment and apparatus and by the mayor's office. the two year budget allocates over $11 million in equipment funding for the department mainly for the replacement of aging trucks, engines, ambulances and equipment and one thing that's worth noting and you are all big supporters of this as i look at supervisor yee as well, is th the new equipment

and apparatus is responsive from annie missions perspective as well as they're smaller profiles to navigate the busier congested streets of our city. the department received $6 million in capital plan funding for maintenance and repair issues around our 50 facilities. including projects such as showers, generators and windows. we received allocations for ff and e and pre planning expenditures for upcoming bond projects. the department was allocated in analyst to search to the grant writer toxplore and support additional sources of funding such as new classes and equipment and we have the recipient of grants for classes and equipment in the past and we hope to have that continue into the future. last slide, we're proud to have

enhanced this over the last few years with the cooperation of some of our city departments and partners. we've made major strides over the past few yearsandingur outreach in public education. we're very good at responding and being reactive to emergencies that one thing i really thought we would improve on is being proactive and getting out there and trying to prevent the emergency before it actually occurs. this includes monthly safety fares held in all districts of the city as well as additional education materials made available to the public and increased presence on social media. these initiatives continue under the proposed budget including positions funded by the department of building inspection. they will continue to work with city partners in our efforts for outreach. this concludes the presentation. if i wanted to be mindful of the seven minutes. we have other slides related to response, equipment, whatever you would like to know. i'm happy to answer.

i wanted to thank m thank my st. we have jenny nicholl son, she's been on the job in that role for six months. previously came from the field as a battalion chief as well as elaine walters who assists mark corso and olivia skaland. >> a quick question about the budget and about, in regards to emergency calls, have you seen an increase over the years of those type of calls? is it. >> yes, our call volume has trended upwards. we run 150,000 calls a year. that's both medical and fire.

this split is high 70s medical. low 20s fire. it speaks to -- we've always had a sense city but during the workweek between 7:00 a.m. and 5:00 p.m. our 850,000 population nearly doubles to 1.5 million and so we've definitely seen an increase in both fire calls, medical calls, rescue calls, a lot of calls on the water as well. i would say we're the second most densely populated city in america and i would say we're probably in the top three to five of most busy fire departments in the country. >> i'd like as a question, because i'm looking at seniors and the growth of seniors in san francisco, i'm assuming, and i could be assuming incorrectly, but some of the increasing calls for medical emergencies would be tied to the fact that we're actually having a larger number

of seniors in san francisco. maybe if possible, if you have the data, to get it to me in regards the maybe the last few years of medical emergency calls. >> the demographics in terms of who we're responding to? >> absolutely. >> that would be helpful if terms of other things i'm thinking about. >> no problem. >> thank you, colleagues, any other questions for chief white? supervisor stephanie. >> thank you, chief. i just have one quick question, actually two. on the marine equipment. it wasn't clear whether or not you got what you needed in terms of the necessary marine equipment and the upgrades we spoke about it? >> thank you for the question. good morning and i understand you are acting mayor this week. we are working diligent leon a

marine unit plan. we do have approximately 200 members who are served in cliff rescue trained and the funding that we receive is minimal for that and amount of people strained. we have great apparatus and rigs for that so we hope to expand that in the coming budgets. one of the thanks that's very exciting for us is the fire station 35 at pier 22 and a half at the foot of the embark a darrow anadaroand having a dedie unit. we're working on the funding to your specific question on making sure that those numbers that are rescue trained have up-to-date equipment in terms of wet suits and dive equipment. we have some limited budget for and we've also received some grant funding and very generous community donors for keeping our members in up-to-date equipment.

>> just one more question it's on page 191 of the proposed budget book. with the medical assistance response t it says the team will build upon the success of the program that responds to high frequency emergency service users. i wonder if those are like 51/50s, drug overdose? what do you see in the high frequency users? >> the high frequency users often times do not necessarily need 9-1-1 care. we're trying to do is identify what the person needs. we have, what e.m.s. 6 does is we have a paramedic captain on board that actually, they're very passionate about what they do. they know many of the people in the surrounding areas and living on the streets and they encourage them to seek assistance and get them in the programs they think that would be beneficial. so this added resource will work sort of hand in glove. it's called a q.r.v.

quick response vehicle. it meets a lot of different needs. instead of having a big heavy piece of equipment come out, again, they'll be positioned and receive another $750,000 on to of the q.r.v. so we'll have 24 hour coverage not to trouble shoot but assess if someone calls director cronnen burg's department and says we have someone and we're not sure if they need 9-1-1 they'll do a rapid assessment and make the judgment whether or not they need a ambulance. often times, to your point, we see people that eventually will be 5150ed put under a 72 hour medical hold for their own safety. some drug users as well. we have found it to be an innovative, creative way to how we respond. it's an added tool in our tool kit, if you will.

>> thank you. >> i see you are expanding it by one position? >> cor. that willrovide4 hour coverage that's enough? it's really enough? you don't see expanding that because i think this is really cost effective for the city? >> right, so the two programs. there's the e.m.s. 6 which is a paramedic captain that had just worked say noon until midnight and now we have morning hours and they overlap. it's been effective. between the hours of early morning until late at night, we've been able to make some really good connections with our partners and department of public-health assist people off the streets. now this q.r.v. is 24 hours so

we're slowly capturing the data and i believe it's making a difference very early on so we may be back next year saying we should expand this because it's making a difference. >> i'd love to go on a trip. >> any of you are more than welcome to do a ride along with us. >> and what is your anticipated level or number percentage of retirements? your work force? >> so, we are trending upwards. a little bit of history lesson, the san francisco fire department there was no hiring between 1982 and 1987. not a lot of retirements, we were between say i think we had a high of 70ish in 2011 and it was much lower than that between 2011 to about 2016. in the 40s and 50s, we trended upwards last year 640 to 70 and we're anticipating

between now and the end of the month there are 25 to 35 that have put in for retirement whether or not they actually do that. we anticipate it could creep up to triple digits in the coming years so that's why we feel like the good work in 2012. we had a hiring freeze during the recession for four years and we did not have a class and that hurt us a bit. we met our minimum staffing requirements through the use of overtime but our overtime trended downward as we bring on more f.t.e.s. so we feel very confident that in the next two fiscal years, we're matching these new academies with those that are retiring. we're see high 80s and 90s and 100 this year and the next couple of years so womb are looking at whether or not they will retire or stay in for a few more years. >> i see that you are investing in small emergency vehicles for

the right size. are you not meeting your time response goals because of traffic? >> our response time goals are very good. they're exceeding what our standard is in a good way in the right direction. we do have challenges getting from point a to point b. just as an example, getting here from my office it would take 10 to 15 minutes and now i have to put in about 25 to 30 minutes just to a arrive here and that he c te even with the emergency responding vehicles, we want to get there safety. the main driver, supervisor, is response times but also again to be more environmentally responsible so less use of fuel, more agile vehicles so they can navigate through some of the streets where they've been narrow due to putting in bike

lanes, they have proven to be helpful but for us that interest driving code 3, there's no longer really a spot for people to pull over. >> or the roundabouts. >> yes. it takes longer. also, we were hoping, we do have,hich we monitor closely. we think there's a trending downward of any sort of collisions that we get into because they're easier to navigate. >> i see that you have 583,000, a little bit over that, to invest in nerd. what is your plans for expansion on that. i think that is a program that we should be investing more in and the more people we get trained. in my neighborhood, knowing if there was a huge disaster in my neighborhood, that we would be responding on neighbors actually to help us. and so what is your plans for

expansion of the nerd program. >> i'm a huge proponent of that program. it's value added to have a community that's prepared and trained to really work shoulder to shoulder with us in the event of an emergency. it's a wonderful thing. we have slowly built up but i would agree with you, i would love to have additional funding into our nerd program. it's a free 18 hours of training. we have a full time captain that oversees the program. what really works well for the public is that they give a lot of buy in because the instructors are all uniform members of the department. they're very passionate about training and preparedness. we've trended upwards last year we were up to 550 and 560 so we haven't added much to it. so for consideration, if there's some add backs i would be happy to talk to you about it. it's a really essential program for the cit and we train in multiple

languages, cantonese and spanish as well. >> so if you had extra funding for the nerd program, whand way would you expand it? >> i believe we have a limited ofnt cantonese and spanish and i would increase that. people that are non english speakers to be aware of the community preparedness as respect and then physically put on more classes in all the neighborhoods of the city. >> thank you, very much. >> thank you. >> i know you've been on here. i want to -- >> i made my seven minutes to the presentation. >> thank you. >> dually noted, right. >> absolutely. maybe either you or your finance person is explain the distinguishing characteristics between the capital outlay and then the facility maintenance. >> sure. i'll have director corso. we've been really, and all of

you have supported the easter bonds in 2010 and 2014 because it's actually really helped us with taking care of aging facilities, we have over 50 of them in our fire stations and they're essential 24/7 facilities. in the general fund, w have not had albert a lot of funding. mark corso will talk about the capital outlay you are requesting information on. >> hi, just start at the top. capital outlay. what is that? >> it's equipment. funding for apparatus equipment, other fire-specific equipment. while it says capital in general, capital is anything that is over $5,000 and that's the majority of our equipment fund. >> so it looks like there was a change from 2017-18 to the change was $145,000?

it looks like you are steady. you request around $2.8 million. >> that's for non personnel services so the line above it. >> you are right. >> that's a minor change for some professional services as a result -- >> thank you. the capital outlay is closer to 10 and $11 million. >> correct. >> there was additional supplements from what was approved in the budget last year for additional apparatus that was incorporated in this budget. >> facility maintenance? >> that's our general facility programs. we have a lot of our -- >> the maintenance of the aging buildings the chief was referring to? >> we have easter bond funding and we get a portion of facilities funding from our general fund budget. >> and how do you determine what facilities you are going to be maintaining? for example, for the next decision months osixmonths of t?

what's your inpersonal process? >> we work closely with d.p.w. one of the benefits of the general obligation easter bond funding is we can plan money for an assessment of all of our facilities. throughout the course of the year, things pop up and we use our maintenance funding for those types of issues. apparatus doors, generators, those things that pop up during the year. the easter bond funding is looking at over all system focus scope projects and replacing all windows, replacing all doors, those kinds of larger dollar figurejectro >> chief, come up, i have a personal appeal for you. you have a station that is on shahter. it needs love. the brush and the trees need to be cut back. i've got complaints from constituents. it was great but we node to go back in there and do that again. >> i'll send you the e-mail very timely. we actually got an e-mail from someone, one of your district

residents, that is interested in exploring a community gardening project which i'm a huge fan of. and assisting our members. we're very open to it. >> you have that great plo of dirt. ct.>> lot ideas for the plot of dirt. >> that's good. >> i want to mention for all of you as you drive through the city, the fruits of the easter wi the public safety buildingust which houses the police headquarters and station 4 but on turkey webster in district 5, you will see a new fire station coming up. it's our division 2 which we're very proud of and it will come online at the end of the year as well as station 16 on gren itch street. in september. to those are great and i referred the station 35 fire boat project which is a ways out. certainly wonderful projects funded through the easter general obligation bond.

thank you. >> did you get your question answered supervisor yee. >> just really quickly. my question was more of a reinforcing supervisor fewer's comments about nerd and importance of it. i know in my district, we really have taken it on and quite a few of the smaller neighborhoods have applied for money from budgeting to get themselves ready for disasters emergencies and equipment and so fourth. >> district 7 has done a lot with your budgeting and they've been given grants of 20 to 25,000 and done an amazing job. measure a loma school is an perfect example. >> it's amazing how they've used the limited funding. it's like a model to me. >> we've going to move on. thank you. >> thank you, have a