be able to investigator the cases after and two social workers who will prepair that ad this will allow us to have a full-fledged office. as you recall, we originally requested, i think it was 150 if there was a study to provide representation in all cases. this just doesn't quite get us there. we are at eight, but it is a substantial impact that we will be able to have on the cases in addition to providing direct representation to 300 folks, we can also feel appeals successfully filed a number of appeals which has resulted in chang chang changes

>> you have three immigration attorneys? >> there are three full-time attorney. one managing attorney. and then this would add four. so you you have a managing attorney and seven attorneys handling immigration case loads. >> supervisor: okay. ought the supplemental included social workers, too. >> two social workers and one investigator. brpervisor reason and they would ng you up to seven total attorney. >> seven attorneys and one investigators. >> and two social workers. >> and the 1600 and to pray for their families right now. they are just seeking asylum. a crazy world now. thank you very much. are there any other questions? thank you very much.

>> i think next on the list is adult preservation. i believe you probably got the instructions that chair cohen said, seven minutes. >> that is good. thanks. >> thank you, supervisors. >> thank you very much. karen fletcher, chief adult probation officer with diane limb, our chief financial officer for the department. we'll lack at our first slide is the mission and vision protecting the community,

serving justice, and changing lives. overall we have five strategic goals that include providing services that break the cycle of crime, supporting victims of crime, enhancing services at our community assessment and services center. and strengthening collaboration across agencies and bter serve our cloint aclient t and improving data collection and reporting. new goals a is to support the relinquishment of firearms from prohibited persons. since this went into effect on january 1 and the court was able to get up and running with referrals, we have received 687 referrals that the adult probation department is re fospns. that is a significant amount of work, and i will discuss that in the request for positions at the conclusion of the presentation.

victim restitution and the support the victims of processes. and that restitution and t support making victims poll in the entire process of the criminal justice system. and this is a practice and procedure from the pretrial services department. this was something that was unfunded in the department. and over the years and they took on that and the people available to cleat complete that task. my work with nancy ruben, the intersimilar executive director of pretrial, we transferred that function to the adult probation department where we are continuing to work. since november of 2017, we have made 742 contacts with victims.

and we have assisted them through the process of establishing the amount of losses as a result of the crimes they wereectbjd to. interrupt, predict and organize is a program that was established bye ma' office and through late mayor lee. this is a wonderful program for 18 to 25 year old youth and expanded to serve the 26 to 35-year-old population. the increase from the budget in the program is the transfer of sollars from the human serv to the adult probation department. and continue the work through young community developers. and to provide case sergeant

services to great populations. elimination of probation fees. through the leadership of mayor-elect london breed, city partners and the many board members who have supported this effort, we have successfully eliminated the probation fees and that includes the cost of a pre-sentence fee as well as then ly $50 a month fee for probation supervision. this elimination of those fees certainly supports our clients and their abilities to support their families in the community that is reducing one more barrier to success for these individual. finally, under our strategic goals and new initiatives is the relocation from the hall of justice to 945 broi recombia bryant which is just across the street. and the increase in the rent for that move.

on the next slide, the breakdown of the proposed budgets and 18, 19, 20. for 18, 19, and the labor costs, $23.5 million is about 57% of thetalo budget. services, $10.2 million about 25% of the budget. and services and supplies reflected in the years. and for 19 and0 2 years reflected on the last slide. and came down with the courts required to refer every single individual who is convicted of a felonyened a 54 misdemeanors to the adult probation department for an investigation into the stas of possession of firearms is a significant impact on the

department. as i mentioned, from february 1 to june 8, we had received 687 referrals. this is about 153 per month that we are receiving from the superior court which requires us to go to jail facilities, to interview these folks as well as the out of custody having to come to the department and meet with a probation staff person be able to assess thei possession of firearms. we work with them to relinquish any firearms that are legally registered to them and also those that are not registered to them. in that effort, we are requesting four probation officers and one supervising probation officer. and i certainly thank the efforts of supervisor sheehy and supervisor stefani who had supported this effort when mayor farrell did his press release about this particular effort. then victim restitution.

these are probation staff and nonassistant staff for the court probation matter. one is a position that we have funded through temp salaries. and we are trying to convert that to a permanent budgeted position. the other position would be a new position, and nd the understanding when we took on that work that it would require the two positions to fulfill the obligation to meet the needs of the superior court and the victims we serve. i am certainly available for questions. >> supervisor cohen: thank you very much. colleagues, any questions? all right. kathrin? >> thank you for being here today. i just have one quick question. and thank you for all the work you are doing on prop 63. i am wondering because i am working with the sheriff's office, too, to understand the actual retrieval of the guns.

if someone -- if you find out n unwhat is the next step. bullet probation? >> and if it involved a weapon that was not seized at the time of arrest, we are assessing whether or not a search warrant is appropriate for that individual. so many of the individuals that we see in custody have been in custody for serious crimes for a lengthy amount of time. having the ability to prove a probable cause to go out to someone's residence if they have been in custody for multiple years pending driel trial on a case doesn't make much sense. we will notify a court that an individual has been in custody and the firearm involved in the crime was tossed in the bay, for example, was one case. so we report that back to the court. the majority of the cases have involved firearms and where individuals have either had them

registered to them legally, where we have worked with them to transfer those to an authorized dealer for holding or sellhemo a dealer or relinquish them to a law enforcement agency. one individual rehad to work with, he owned four that were legally registered to him and he was going to be in custody for some time. his brother was the power of attorney and we worked through that process as well. should we not be able to resolve some of those issue, we would go back to court and request that a search warrant will issued. at that point we would probably go out with sfpd or the sheriff's department or probation officers could go on their own to seize that weapon. typically a protocal in place to contact for that assistant. >> supervisor: perfect. >> supervisor cohen: thank you, chief. next from juvenile probation. chief alan nance with a bubldge

of $4.2 million and asking for a decrease of .4 million. >> $40 million budget. >> supervisor cohen: $41.2 technically and 220 personnel and actually decrease that? >> actually t real count for the reduction in f.t.e. is four and a centralry attrition amount and making an adjustment to that number. >> okay. >> good afternoon. >> good afternoon. and so i will start by acknowledging and to thank the mayor's office and ms kirkpatrick and her staff and we are looking forward to continuing our work with harvey rose and his offers and woody and the controller's office as well with respect for the budget. i want to highlight a few

important points here in our budget and our mission and strategic goals. in theatu really focus on assessing young people and to the probation department as a result of contact with police. we work closely with the young person in the family to administer the programs and to assess their educational needs, family needs, and to develop a rehabilitative plan for that young person. you can see here from the presentation, the strategic goals that we focus on and reducing the likelihood that they return to the justice system. [please stand by] [please stand by]

and which replaces and dating back to 1974 and again, i am going to thank the board of supervisors to invest in the new case management system with the way to improve the management data and to increase the degree of transparency and data access in the system. and improve the linkages to the

community partners. we built the system to provide a way to proviewed the linkage and look t an other partners and from that entry and focus on opportunities for equity and proactive efforts to work with the young people to address many of the risk factors that bring them to juvenile court to begin with. and to address issues of poverty and to prepare the young people for post secondary education and vocational training opportunities. so with that we are focussing on developing resources for young people in the juvenile hall facility. we are looking at weekend kimmed academies for educational -- weekend academies for educational enhancements and vocational training and seminars and a relatively novel idea that we're launching this year.

and reflect at juvenile hall and this slide represents a tech cafe and that photo was developed and developed to the custody and care and incredible resources and creativity and we're using this space as a resource and fami program enhancement with the opportunities for access to the internet and with supervision to be able to continue their with family members to apply for jobs online and do research in the

academic programs. that create a more realist experience for young people who are in custody and better preparin th for the transition back to the community. i talked about some of the paid internships and this year will be the year we are piloting project pull promise. and you may have heard of the project pull program that provides opportunities for young people. this is one of the programs that mayor lee started, and we are continuing his legacy with project pull promise and for jounl young people in juvenile hall and they will work with staff to participate in the training opportunities while they are in custody. >> chief? >> finish your sentence, bt you

are over your time allotment. >> i will pause and i have one last slide here. and what i will say here is in closing is our commitment to reducing the budget continues to be strong. we're antichiptie there will be some future reductions -- awe>> supervisor cohen: and the juvenile justice crime prevention act. is that state or federal? >> state dollars. anhe youthful offender block grant and which we also received. and those are the primary external resources. and how much of your budget is made up of those two major state -- is it a grant? i assume it is a grant.

>> it is a grant. >> i am sandra, deputy director. we have approximately $8 million in revenue. we have $2 million in federal revenue that is associated with child welfare out of home placement. and that is what we refer to as the title 4e waiver. tone >> supervisor cohen: and i saw that on the last slide. that is ending? >> sun setting and will be replaced by a program passed federally. and the state has two years to adopt it and we are working with the different counties. and health and social services to determine what the california model will look like. and then we have approximately $6 million in state revenue as well as the $2 million from federal revenue and smaller grants as well and fosterarent recruitment programs and child welfare opportunity improvement programs. there are other smaller revenue sources that averages about $8 million a year. >> supervisor cohen: thank you.

and looking at the chart in the presentation and the majority of the budget and with the budget and salary. and supervisor fewer has a few questio questions. >> what is the current popultion at the hall and as that increased or decreased since this time last year? >> the average daily population last year was about 45. this year the average daily population thus far is 41. this week we were down into the 30s. and so we still maintain a relatively low number of young people in juvenile hall out of the 150-bed capacity that we have. >> supervisor: that is great. what is the current population at log cabin ranch? >> current enrolled population is 12. and how many people are incarcerated? >> in the state institutions, since 2008 and when they had about 10,000 kids in custody in

the state and d.j.j., formally the california youth facility. and there are 600 people in the state institutions. >> supervisor: and san francisco residents? >> 10 rdent now. >> supervisor: so what would it take to get the young people to log cabin instead of the california juvenile justice? >> great question. i will say that unlike most other places in the state, san francisco has a tremendous commitment to keeping young people ound a lot of risk factors and serious and chronic and violent offenses that they have committed. and you should know that for every young person that is

commit and are re-intre grated after the stay. the biggest challenge is creating more opportunity for clinical programming and vocational programming. and unlike many other places in the state, log cabin ranch is not a locked facility. if a young person isn't really invested and ready to be there, the risk of absconding certainly exists. and unlike in d.j.j. when is a locked facility. sometimes it is a matter of an opportunity to have the focus and the tragedy of the life. and before they get to a point with the inteshl internal control to require that level of structure. and making a decision based on that. and i will tell you for sure that the jurisdiction focuses

heavily on alternatives to locked incarceration. >> supervisor: and would you transition to the youth and from the log cabin ranch. and the beauty is for the people in the state institutions now p and is 15 miles away from here. we know it is a knocked facility. >> supervisor: when i was at log cabin, i spoke to some of the case manager who is said that the difficult part is that when they transition back into regular san francisco public

schools is these are schools that failed them to begin with. and they have a heart time transitioning back. and they said that it would be helpful to have an advocate and the juveniles going back to the public school system and are you funding the case managers or is s sfusd doing it in partnership with you? >> we have a fantastic partnership with the san francisco unified school district. and the superintendent appeared before the juvenile commission this week sharing with us his vision and ideas for young people in our juvenile justice system. currently the district has employed a transition specialist in log cabin ranch and juvenile hall. and that transition special iis

literally worked with the youth and the family and walking back to the community-based school setting, problem solving, navigating, the challenges of re-enrolling in school and the community. so that level of support is great. i think the biggest challenge for so many of the young people is the transition from 100% structure and supervision to their home in the community which may not provide the level of support that they need and having a step down alternative, a transitional setting would likely be more appropriate for them to enhance their degree of success upon community re-integration. >> supervisor: thank you. and do you assist any juveniles who have transitioned out of the juvenile justice system? or now i guess they are adults and have turned 18 to go before a judge to get thr records expunged? >> we absolutely do. and i can tell you the person

who asked for aett l of support from me personally and that he was able to take to the urt. and and we routinely engage in that activity and already authorizes expungement or sealing of the record upon completion of the probation. and so that resource is baked into that. n th last question on the pull project. do you have a partnership with the building trades? >> we are really working hard to develop the partnership with the building trade. and to have that rec and park and two resource, but that is one area that we learn cy wand to expand upon.

>> supervisor: when i went to log cabin, there is a lot of carpentry going on. >> we have the construction program. >> supervisor: and immediately thought about the trades and jobs around apprenticeships. thank you very much. >> supervisor cohen: chief, that is it. thank you. we will hear from the sheriff's department. and the budget is $248 million. tre asking for a $16 million increase. they have 1,020 personnel and looking to increase that count. it's all yours. >> good morning. and good afternoon, actually. first of all, i want to thank the mayor's budget office and thank you, supervisors, for what you are doing here today. and introduce christopher hallen who is my budget person. we have handed you kind of a thick packet. we are not going through it page by page, which i think you will

be happy to know, but the first three or four pages basically give the department overview as requested. >> supervisor cohen: chris still has them in his hand. only a man. only a hunbeing, right? an i.t. guy. in finance. >> we'll start again. >> supervisor cohen: thank you. >> the first f pages are the department overview as requested in the budget instructions. and i don't think we're going to really do much with that. the different divisions and what each division does in the very broadway. and it's go to page number five, slide five -- next one. strategic goals. some of my strategic goals in this is actually a result of this strategic work we did in the budget in 2016 is staffing and hiring. we continue to have challenging and we anticipate and fill vacancies as they incur to reduce overtime and try to hire from the community and

continuing the department succession planning. in training, we are coordinating training for new hires and continuing training in education from all staff. a list of those below that. next page on page f is strategic goals and one of the things that was unfund ed and the transfer f the the arrest tees to the intake and facility and accepting custody who are not medically cleared for the jail. right now the police department is doing this function and we did t for seven years back in the 90s, late 90s. and it's something that according to the chief and according to other people in the mayor's office previously, this is something they wanted. this would have been a pilot to get it started at $1.8 million in overtime. this was not funded. another strategic goal is data collection and information sharing and making sure that our

i.t. system is improved through the appropriate resources. and that we connect well with the city's i.t. system. and that in our -- as part of the justice partners that we continue to collect, share, and coordinate information for effective decision making. i ask for the controller's office to come in and do an audit when i became sheriff and they completed it and recommended that the acquisition of the chief information officer and development of the i.t. strategic plan t include civilization of a position because we have a number of deputy sheriffs in the unit. the mayor's budget did not include this request of 0,000 for six months to fund a c.i.o. >> supervisor cohen: for what reason was it not included? >> yes, ms. kirkpatrick. >> thank you for the question. the perspective from the mayor's office was that i.t. services on this level should come from a

city wide perspective and lens, and so not wanting to add kind of disparate c.i.o. roles across the city was the direction of the mayor's office. >> supervisor cohen: so saying that this project is not approved by coit. >> i don't know if it would need coit approval. i believe there has been some analysis done, and the sheriff can speak to that. >> the analysis was by the controller's office doing an audit of our i.t. unit, and i would just say that this is something that in our department you have to think of the jail particularly as being like a hospital in terms of the kind of data that we collect and that we use. and in the re-envisioning, one of the issues across the board was the ability of everybody to collect and be able to provide data for good decision making. so this is something that i was felt very strongly about to be honest with you, because we need

a c.i.o. the police department has one. d.p.h., and of course, they are both larger agencies as do other smaller agencies in the city. it is something to me that makes sense to begin the civilization of the unit. >> supervisor cohen: okay. let's keep moving. >> the nextge past shows the expense budget summary. and for this year. and this includes the salary and the fringe and the professional services and the community based organizations and facilities maintenance. and no new f.t.e.s and zero growth and this gives us $1.8 million on the next slide and where that is going. that is going quite a bit for san francisco pretrial detention service and alternatives.

$1.2 million. and actually what was requested for the department, for the pretrial services budget which is funded through the department. the sheriff's department does not do the pretrial work. nd w requested $1.7 million. and we ended up with $1.2 million. and firearms retrieval forth d.v., t.r.o.s for the temporary restraining orders, and we got $200,000 for overtime and we're going to begin that as soon as we can. electronic monitoring went up because of the humphrey decision and the pretrial workload. and also there was a grant sunseted for the behavioral misdemeanor court. there was and the behavior health courts do a great job in getting and keeping mentally ill people out of the jails. so on the other side, you will see a capital issue about

vehicles, and this is just there for reference. we requested enough money for 18 vehicles that met the guidelines for replacement. and we were given nine. >> supervisor cohen: just so i am clear, you met the requirement and the mayor approved nine. >> yes. >> supervisor cohen: what was the explanation to the reasons why you didn't get the other nine? >> i think they are trying to give every department all the vehicles they wanted would probably be difficult. and i thought that getting half of them, i think, they thought was appropriate for our department. i saw that the police department earlier did not get all their vehicles they requested either. >> supervisor cohen: no, you are right. >> a request of 270, i think. >> and therowt of the pretrial case load, we wanted you to see why and we have nancy ruben here from the pretrial san francisco pretrial diversion

project. but we wanted you to see the difference in the previle case load and the case management and that means that supervising of people on pretrial rehe's and the electronic monitoring that we are doing. that is part of the sheriff's department of that and how much that has increased from last year at this time. june of 2017 and june of 2018 and this is mostly due to the humphrey decision. and this is part of what they talked about and the rise in pretrial. and the humphrey decision. we're going to look at the next slide and see that if you look at the first quarter and let me ask nancy ruben to come up and talk about this slide. this is her slide. i just want her to make sure you

understand it, that she gets a chance to explain it. >> supervisor cohen: thank you. >> thank you, sheriff. hello, supervisor, mayor's office. nancy ruben the interim c.e.o. and i have spoke on the a lot of your offices privately to talk to you about the increase we have seen since the humphreys decision, but this slide is very dramatic, and i think we would like you to take a look at the increase in the services and releases that we have seen since the humphrey decision in january. and with the red piece of the pie coming out of there and 165 people that we recommended to the court not be released were, in fact, released to the supervision. we have a high risk population that are being released and historically pretrial diversion and we are seeing the different cases released to the supervision. and one of the things that the sheriff mentioned very briefly was for the $1.75 million

augmentation to handle the increase case load. >> supervisor cohen: and this request was $1.7 million on who? the state? >> no, the general fund. that we have talked about with the mayor's office. and the primary inkrecrease seeg and to be able to keep those open. and right now we are there eight -- five days a week. >> supervisor stefani: are these violent felonies at times? >> if you look to the right of the red pie, you will see -- i'm sorry i didn't bring the glasses up here with me. if you can help me. and domestic violence and 11 people, high risk score on the some are violent charges. 26.

robbery, 36. andfirearm. >> three murder charges. two kidnapping charges, 36 robbery charges. and 26 violent and one rape. domestic violence. etc. stalking. these are all people that have been released since the humphrey decision that we are supervising. >> supervisor cohen: i know it was recent, a couple of months ago -- >> january. this is what's happened in the first quarter. and the case load has increase ed to appropriately supervise these people. >> supervisor cohen: is that 12 additional cases? >> heavens no, 300. >> supervisor: and in one of the cases asee the felony firearm and are you ever under orders to remove the gun or look for the gun or take the gun away?

>> we cooperate with the sheriff's department and they are on electronic monitoring and doing the case management. >> supervisor: and we are able to retrieve the guns and do that. and let's continue. >> and i would supervisor stefani to do the home checks and we follow up on that and including the d.v. section. and with the overtime and we are from that and peppering you with questions. and wondering if there is -- and even though there is more people out on pretrial and there is not that many less people in that area. >> we have talked about

separations enough. and strategic goals, and basically talks about the program services intercepts and the continuing initiatives and highlights that you can go through at your leisure. and the strategic goals and the new initiatives and the domestic violence firearms collected and we are looking at these things and the capital improvements for the kitchen. and you ask that we talk about any legislation we may have pending. and we do have c.o.p.s that will be introduced to the bard on tuesday. and asking to renovate county jail 6 in san bruno and create a holding and transportation hub. [please stand by]

right. thank you very much. i've got my answers that i needed to -- for the budget. i don't see any other questions. okay. supervisor stefani?

>> supervisor stefani: just one more question, chair. >> sure. >> supervisor stefani: thank you for being here. we heard from the chief from protection that since january , there's 687 referrals, and i'm just wondering with the $200,000 that's been allocated if there's enough to do the job to make sure -- i know you said you were going to use overtime, but what would be the ideal here? >> well, the ideal would be to have two f.t.'s, at least, if not three, but i think early on, the decision was made with the mayor's budget office that they wanted to get some statistics to do that. but this was before electronic monitoring -- our rise in electronic monitoring, but i will say they did already fund the electronic monitoring increase in last year's budget, so i think we have to wait and see, and we're going to know more as we go forward.

>> >> supervisor stefani: okay. >> supervisor cohen: supervisor -- >> supervisor yee: yee. >> supervisor cohen: yee, thank you. >> supervisor chr, you mentioned the increased numbers that are going into pretrial, they're all set by the decrease or increase, the people that were not -- it used to be probably the people that were able to i guess raise enough bail -- bail bond, and if these are sort of similar people? >> well, let's look at slide 11 again or page 11, and you can see -- there it is, okay. so if you add the two numbers, the blue line and the orange line, if you add the two numbers over to the left and -- for july 2015, you're going to

see there were 2199 people involved and almost half, a little less, were on pretrial release. when you go over one, you add those numbers, you're going to see a lot more people are just as involved however, looking at the orange line, the larger number is the people out on pretrial release. but -- and then, so the question begs, why aren't there less people in jail and correspondingly less number of people in jail for that? and one of the reasons is in my view and my research is that the bails have dropped from last year by 17%, so people aren't using bail, they're using pretrial release instead of bail. >> so mvi question isn't about how many people are in the jails, but more of the population of people not being able to make bond and maybe these are getting out on pretrial. i don't know if there's a

correspondence in relationship to those -- >> well, i would say there's a -- i can't really speak to that, i would say that the people that are left in our jails here are usually people with very serious crimes, multiple charges, repeated crimes for auto burglary and things like that, and very violent crimes, and so that's who are in our jail for the most part is pretrial people. >> supervisor yee: okay. well, i guess i'm a little bit concerned about possibly not having enough staffing to monitor this, and i assume if there's any indication that you're lacking staffing, this is- n -t you, but the pretrial folks they need to come back to us. if it's a supplemental midyear, they need to deal with us. >> okay. i think what pretrial was trying to show you was the seriousness of the people right now that are out on pretrial, and in fact in order to provide

the services that the courts are expecting, the courts are basically saying we're not going to bail these people or give them a reduced bail, we're going to let themt o retrial release because know they're going to be surprised. and so not being able to surprise them nights and on weekends sometimes is very difficult, and that is something that's a gap that needs to be closed. >> supervisor yee: and i guess i'm hearing that concern, and i concur with. i guess that some of the staff will shift towards these newer people, and there'll be less supervision -- the pretrial individuals had lesser crimes, they might be less surprised

now because the staffing has to shift over -- >> oh, i see what you're saying. i will say there's pele that have no supervision -- there's three levels, there's some people with minimal supervision, maybe phone calls and asking to come by every so often. pretrial supervision is pretty much it. >> supervisor yee: once again, i share some concern in this and i'm ready to fight for more resources if it's needed. >> okay. thank you, supervisor. >> supervisor fewer: chair cohen? >> supervisor cohen: supervisor fewer? >> supervisor fewer: thank you, chair cohen. i just have a question. on page 21, the number of prisoners transports, 34,984. >> yes.

>> so you requested, i think, 18 replacements. so this is -- i don't know. i -- you know, i'm not the mayor, but i do think this is sort of crucial to your strategy and every day operations because you have to have a secure way to actually transport the prisoners from county jail number 6, i believe, or is it 5? >> 5. >> supervisor fewer: 5 in san francisco to court, right? so tell me about the conditions of your vehicles and what type of vehicles you have requested for in this budget. this is something also that your union -- the union of your deputy sheriffs also have come to me about. >> i think -- i think -- okay. half of the vehicles were transport vans that we're trying to bring up to code and

get up to -- up to date transport vans that have seat belts and safety features that are lacking in some of our older vehicles. >> supervisor fewer: so you don't have seat belts in some of your older vehicles? >> yeah. so it's basically just trying to bring the fleet up to where we need it to be in order to not have our cars spending so much time in the shop. >> supervisor fewer: okay. thank you very much. >> thank you. >> supervisor cohen: all right. thank you for presenting your budget. we appreciate it. we're going to go on. >> okay. thank you. >> supervisor cohen: we're going to hear from the human service agency. so the human service agency has a budget of $968.4 million. they have a request for $54.6 million. they've got 2,101 employees,

and you're looking to add to the team one more employee. trent, you want to begin? >> i do. thank you, supervisors, chair cohen, trent roe, director of the human services agency. i have my presentation up, which you should have copies. i'll hold to your seven minutes. i'll be brief. i've been to the committee several times over the last few months. just quickly on your mission, our mission is to promote the well-being and economic security among individuals, families and communities in san francisco, and we do this through a number of our programs. on the d.h.s. side, largely thh cash aistance related services, employment training, food, nutrition support, supportive services such as child care to support families moving hopefully into the workforce and self-sufficiency. and we also of course run the child welfare system and adult protective services system

which protects children and abuse and neglect as well as dependent adults. we serve under our through departments, d.h.s., ageing and adult service, and adult education, help more than 250,000 san franciscans every year. you can see our budget is split in the three departments, d.h.s. being the largest and daas being about 230, and lec being a little over 100 million. the support piece really represents the agency's admin support of all three departments which is one of the reasons that we're all together. so this is on the h.s.a. overall budget, so this includes the three departments. as you can see where we spend the bulk of our money, the highest being on aid payments, aid and support, so this is everything from ihss to cash

payments to single adults, foster care payments. foster and fringe, about a third, and then the third largest is contracts to community bases services to provide a range of services to our clients. so the largest increase to the general fund, it was not necessarily one that's positive in terms of a large program enhancements. it really represents a cost shift that the state laid onto counties across california last year, june of 2017. essentially, and i've presented on this before, so i'm not going to go into a large detail, but essentially, the state increased the share of costs for the ihss program that counties have to bear. and so when you look at the impact for us in 18-19 and 19-20, it's two large areas. one is simply that increased share of costs. it's represented through a main

nance of effort increase and decreased state funding to support the program. and then coupled with that is our increase in local minimum wage going from 14 to $15 this year. the roughly 22,000 providers in ihss receive minimum wage, so that represents a large cost increase to the city and county. and then, 19-20, a similar increase, again, due to the cost shift and an escalator or an inflator that's built into the state formula. and then, the scni increase to the minimum wage represents that increase for the staffing cost. so briefly, on the new initiatives you asked us to present on a couple areas. one is in our child welfare services system, child service is, and this is assembly bi 403 which moves -- it's positive movement, so really, a bill that we had supported at least its intent. and that's transitioning the

foster care system away from the use of group homes and almost exclusively on the use of family-based care, foster families. now they're called resource families. thnly gup home mod under ab 403 is a short-term therapeutic intensive model no more than six months. so to implement ab 403 and transitioning away from the group home model, we need to increase the number of foster families, and we're doing this through a number of initiatives. we're also closing our intake shelter in child protective services known as the child protection center. it's a -- it's a group intake-type model, so we can have a number of kids there together at any point in time. it is counter to the intent of ab 403, although technically it is still allowed under the law, but really, to be consistent in shifting our entire system toward more family based care, we're moving towards a system where when children have to

come into our care due to abuse or neglect, they will be placed -- their first placement will be with a family and not into a -- a receiving center that is currently in operation, and we'll be phasing that out in july -- phasing it out now. we'll make the complete switch over in january of next year. the other big area, new initiative is somewhat due to some board action over the last six months, but this is our -- ur role in the city, providing short-term, emergency shelter and housing for households that were either displaced by fire on you door to inhabiting a building that's not meant for housing. the hazardous housing ordinance is a piece of that. so we're seeing these numbers increase, and the funding really goes largely towards rental subsidies to help low-income housing afford market rents, to help subsidize those rents when we place them

where they need to be located. the two board ordinances that passed in effect, costs, are increasing costs. one is the extension of subsidy of our fire victim haves, up from four years from two years, and the second is the housing responsibility fund which puts the responsibility on h.s.a. to help individuals who are moved out of condemned buildings. on the program attic side, new initiatives. in our calfresh program, i've talked about the expiration of a waiver that exempted single adults who are employable from work requirements under calfresh. that federal waiver goes away in september, and so we will be responsible to provide the option for work activities for the approximately 3200 employable single adults under the age of 49. >> supervisor cohen: do you plan to exercise that option? >> so it's a federal waiver, and the state qualified for

this federal waiver due to decisions at the feder government, the waiver is no longer viable, given the economic environment in california. high employment rate, we n our longer qualify to waiver those requirements. so san mateo county, santa clara county, and san francisco county now have to -- our clients now have to comply with that work requirement in order to get calfresh benefits. >> supervisor cohen: meaning that they have to have a job to get the -- >> not necessarily, supervisors. it can be work activity. it can be as little as six hours a week of work fair or it can be 20 hours a week of employment training, it could be city college, it could be sub doctors sidized employment. so what we're basically doing is expanding -- with existing funds, expanding the number of slots in our workforce development program, so they can choose a range of options. what we're dryi