tendency to put them out on pre-trial release. i have nancy ruben here from the pre-trial services did vision. step up in case there's questions. >> i don't want to go too far from your presentation but i thought it was an important point to highlight because it kind of is a foundation of the construction ocrux of your argu. >> it's electronic monitoring and it's important for people to know the pretrial services, while they're funded through my department are not subject to my supervision. [ please stand by ]

>> -- in order to do that, they wanted them under supervision, but i'm going to ask nancy to answer the second part of your question about how it affects the program. as far as the sheriff's department goes, we're doing about 100 monitoring, where it was 25. because of the seriousness of the crimes, it was increased, and this was funded last year by the mayor's office, we've increased supervision to 24-7 because we are concerned, as well. >> thank you, sheriff. i've spoken to each of your offices individually to try to explain this pie chart here. this is not a decision that --

we are forwarding this decision to the judges, and then, the judges, under the humphreys decision are making the decision for public safety reasons are choosing the person not to go through the bail system but try to increase the level of supervision by assigning them to us. so it seems a little bit inside out, or a little bit backwards, but this is a way to assure public safety rather than having someone out on a low bail. in the past, bail would have been set much higher so they couldn't have afforded that. so i hope everybody understands that piece. so we are, therefore, if you will, charge with supervising people that we haven't historically supervised in the past. we've handled much more in the intervening years, but we started with low level misdemeanors. we're still open only monday

through friday for supervision. we a our request to the mayor's office is 1.7. at this point we're still recommending for 1.2, but what could we do with the 1.7 would mean that we would be supervising people seven days a week. we would also be able to see them on the weekends, and we go to their residences or where they're staying because some people don't have permanent residences. we also try to get them into permanent places like a health right 360, walden house, those kinds of things. these are very complicated people with complicated issues. health department helps us with placement of people because a lot of people have chronic mental illness, both homeless and chronic mental illness in addition to these high risk charges, and we have high risk

cases that we manage. i hope, supervisor stefani, that that answered your question. >> supervisor yee: can i -- >> supervisor cohen: supervisor yee? >> supervisor yee: just in follow up, miss rube in, in th event that your budget will be increased 1.2, what kind of adments can you make? >> we will not be open seven days a week. plain and simple. we do not have the people. right now we have eight people managing 1200 cases. right now we're about one person to 45 cases. standard in the industry is one person to 15. that's what the 1.7 would get us, and the extended hours. >> supervisor yee: i really appreciate your argument, and i don't understand why it's not in the budget. >> that's why you've been

seeing me a lot laty. -- lately. i feel it's my obligation as the nonprofit provider to let the city know what the risk is, and we are telling you we can't absorb the risk. >> supervisor cohen: question. how long have we been operating for seven days a week? >> we are operating seven days a week in our o.r. component. >> supervisor cohen: so for what reason are you pushing us to operate on seven days a week as opposed to six days a week. >> the reason we're pushing it is because of these high risk clients, that we need to find them and see them more than two days a week, possibly during the workweek. also, the profile has changed. a lot of people have jobs, and they can't come in during what we call banker's hours, and those are the hours that we're open. >> supervisor cohen: so how many people are you actually seeing on sundays. >> we don't see people on

sundays because we're not open now. >> supervisor cohen: okay. let me rephrase that. how many people do you project to see on sunday. >> right now, we see about 75 people on a saturday. same thing on sunday. >> supervisor cohen: do they come in by appointment? >> they're required to be in our office a certain number of days a week, so they can come in any time during the day, and we take them as a show up basis. >> supervisor cohen: so drop in, they don't need an appointment, there's no appointed time, so it's very conceivable that sunday -- >> could be a really high volume day. saturdays, sundays, and evenings. our proposal is to stay open longer in the evening until about 7, 7:30. >> supervisor cohen: and what time are you open now? >> we see our last client at 4:30. we have wage and hour concerns that we have to adhere by.

our staff could staff at 6:30 in the morning. >> supervisor cohen: okay. thank you very much. is there anything else because we're going to pivot and hear from the b.l.a. that's ramp it up and keep moving. >> i just want to add one more thing, last year, the b.l.a. gave us money to operate as well, and this is something we need toward pretrail. as we move toward getting rid of the bail system, pretrial release i believe will be the replacement. >> supervisor cohen: you heard supervisor stefani and supervisor yee, they both commented and said this should be in the mayor's budget. when you met with farrell, how did the conversation go? for what reason was it not included? was it a lack of understanding, a lack of empathy? what -- i don't understand why, so please, explain it to me. >> and i don't know either. >> supervisor cohen: i'm not looking to you for the answer. i'm looking at mr. patrick.

>> it was purely a matter of limited resources. that 1.2 was a significant investment. it was just an ability to fund, given other competing priorities. >> supervisor cohen: so you asked for a 1.5. >> 1.7. >> you asked for 1.7, you got 1.2, whereas the police is asking for $21 million. >> i would add something else, it did not become as critical until humphrey took effect, and humphrey took effect in january . if you look at january into february into march, i don't believe we're at as agile as we could have been.

>> supervisor cohen: please continue. >> so the next chart -- slide. here we are. this just shows how many people are in and out of custody in our in our in and out of custody situations. this does not show bookings, this shows people that would otherwise be in custody. 2769 on the right-hand side, how pretrial release has gone up to 15-16 from a low of 1243 in july of 2015. so as you can see, there's been a steady rise of people getting out on pretrial diversion. and there has been somewhat of a corresponding reduction in the number of people in our jails. but pretty much, the 1253 has been pretty much standard for quite a while. so just wanted to show that. >> supervisor cohen: thank you. does that conclude your presentation? >> that concludes my presentation. >> supervisor cohen: thank

you. we'll pivot to the b.l.a. >> okay. >> good morning, chair cohen, severin campbell, budget and legislative analyst's office. our recommendations for the sheriff's department -- [inaudible] >> -- or 6.8% in the department's fiscal year 18-19 budget. these are one time increases -- or reductions. we have no recommendations for 19-20. so i want to kind of concur a little bit with the sheriff's department while continuing to support our recommendations, which is we understand that this is a department that has to come back for a reappropriation from salaries to over time because of the staffing in the jails. we understand it's been a relatively flat budget over time, and that this is the

first time that they've actually objected to our recommendations. we stayed away from any recommendations that impacted positions, that impacted the jails, we stayed away from everything that we thought would be of concern. we did make recommendations in reducing some materials and supplies in the coming year, one-time recommendation and reducing some nonpersonnel services. they weren't actually professional services contracts, they were other categories of spending. we base that on sort of our understanding of the spending patterns. we went back and kind of looked at things this morning. we had looked at encumbrances that had been sitting out there since 2015. when we say that, we mean prior years appropriations that have been assigned to purchase orders but never spent. so we are actually really comfortable with our recommendations in this area. i don't actually do this, but i want to object to one thing that was said in the presentation, and that has to do with our process. which is as we work with department does, we talk to

them, we did have some discussions with sheriff. we exchanged recommendations back and forth. if we are incorrect or get new recommendations, we withdraw our recommendations in our draft. they never become public, we never present them to the board. in their presentation, they actually presented recommendations that we withdraw -- draft recommendations, confidential recommendations that we withdrew after our discussions with the department and were never presented publicly to this board, and i actually do not think that was an appropriate -- as part of their presentation, and i just want to say that on the record because i do find that a problem. now, the other piece of our recommendations are the c.b.o. contracts. again, these are one-time recommendations. they are really very specific. i mean, we have what we wrote here in terms of the encumbrances. we did get an e-mail from someone, saying that the pretrial diversion would in fact be spending their entire

contract this year, that the encumbrance information we had in our reports was from a couple of months ago. that may in fact be the case. but in both cases, we actually also know as programs ramp up, they never ramp up as quickly as the budget thinks they're going to, and that is really why we have maintained our recommendations for these reductions, is we know the ramp up isn't going to be there. year after year, we hear that nonprofits have not been able to actually increase their programs research spending at the rate that the budget shows. there's a reason why these are one-time recommendations. we believe if they ramp up in this year, the programs will -- you know, were maybe functioning at that level in 19-20. so in this case, that's why we continue to make the recommendations that we have. >> supervisor cohen: i'm curious to hear why you proposed cuts to that pretrial

diversion. >> it's for that reason, it was our understanding at the time that they were -- basically, this was new funding put into the budget and they would not be ramping up. we think it's an invaluable program. we are in no way questioning the value and importance of it, it was more as we looked at spending patterns, we thought it might take sometime to get up to that level of spending. >> supervisor cohen: all right. colleagues, are there any questions for the b.l.a.? supervisor yee? >> supervisor yee: i'd like to hear a response from miss rubin in terms of ramping up and finding staff and so forth. >> actually, i've been a c.e.o. of a nonprofit for about the past 20 years. i'm a retired city employee, but i've worked on both sides of the aisle, but we've

actually put ads in the paper. we're in processing and trying to have people in place on july 1. we've been in contact with the police department and the sheriff's department since january 1. as soon as we get an approved budget, we're prepared to spend -- my question back to the b.l.a. would be does that mean that the following year would be annualized at the original request or is this -- i don't understand that methodology quite frankly. >> we did not make any recommendations in the second year, which means the mayor's budget as proposed to this board -- >> supervisor cohen: well, let me interject here. so what she's saying is it is not annualized -- you will not see it in 19-20. you will have to start this process all over again, and you will have a different mayor who has a different relationship and a different level of understanding when it comes to the criminal justice reform measures that we are putting forward. and also, there'll be a different budget committee. >> right.

and let me also mention, the original request to the mayor's office was 2.2. we came down to 1.7 through a lot of deliberation, so 1.7 is the reduced budget request. 2.2 probably would have had that margin for ramp up, but 1.7 was very austere for us, we would have hit the ground running on july 1. >> supervisor cohen: thank you. supervisor yee, does that satisfy you? supervisor stefani? >> supervisor stefani: thank you, supervisor cohen. i just want to be clear, i don't support any cuts whatsoever to the pretrial diversion program, and in fact i support increasing it to the 1.7 that's requested, and here's why. if we are serious about what we want to do in the pretrial supervision program which is to rehabilitate people so they don't continue to enter the criminal justice system, we need to do our job, and do our job well. it is about helping people get

their lives back on track, so if we're serious about that, we need to invest in it. my office has been following cases in court where people in my district have been injured, and so many times, what i hear back is how is this person allowed to be on the street? you saw the video of the person who kicked the homeless man in the face, and you see the assaults and his record, and the offenses that he has made against others, and you ask how is this person allowed to be on the street? so if this person is going to be surprised by pretrial diversion, i want to make sure we are investing it in and keeping people safe, and we are investing in people that we want to improve their lives, so i am not going to support any cuts to pretrail diversion, and in fact i think it needs to be funded at $1.7 million. >> supervisor cohen: thank you. folks, do you have any comments that you'd like to add? okay. i appreciate your presentation. we're going to take the matter into our hands. so what would you like to do?

we can -- we need to entertain a motion to provide direction to the controller's office so that they can continue to prepare their work sheet for us. >> supervisor yee: i'm inclined to not accept any of the b.l.a. recommendations except for the $8,000 reduction on supplies or something. >> they're professional services, i believe. >> supervisor cohen: i'm sorry, you're talking about 164,121 for materials and supplies? >> supervisor yee: there was a recommendation of 8,000-something where in your presentation -- >> 8,000 for memberships. it was in their second set of recommendations. there were, i believe, five specific line items, and the fourth one was memberships, from 8,000 to zero, which is actually 40,000 to 32,000 for the controller. >> supervisor cohen: thank you. all right, supervisor yee,

please continue. >> supervisor yee: that's it. i mean, basically, i am not -- i'm making a motion to accept only the reduction of 8,000 -- 8,000 what? >> 8,000 -- $8,000 for membership. >> supervisor yee: okay. which was recommended by the b.l.a. >> supervisor cohen: all right. is there a second to that? all right. it sounds like supervisor stefani is going to second that. is there any discussion, colleagues? supervisor fewer? >> supervisor fewer: so b.l.a. is -- their recommendations also included -- so you're -- what you're saying is all the c.b.o. funding recommendations would -- you're not agreeing with them at all? >> supervisor yee: i'm not

agreeing with the b.l.a. >> supervisor fewer: and this goes beyond the extra 515 million -- or 515,000 for the pretrial. >> supervisor yee: that's not part of their -- >> supervisor cohen: that's not part of their request. >> supervisor fewer: okay. got it. >> supervisor cohen: we can handle that in our own process separately. so the request is there's a motion that's been made by supervisor yee and seconded by supervisor stefani, and i'd like to take that without objection, if we can take that motion without objection. it passes unanimously. thank you. [ gavel ]. >> thank you. >> supervisor cohen: thank you. the next person we're going to hear from is dr. garcia, dr. gash ra-garcia from the department of public -- dr. barbara garcia from the department of public health. also want to acknowledge that joining us shortly will be our colleague, supervisor hillary ronen who will be participating a little bit in this discussion, and also just want to give a special notification

that there will be six members of the board of supervisors present in the chamber. >> good morning. barbara garcia, director of health. chair cohen, board members from the budget committees, the budget office, and the board analysts, i want to thank you. i'm here to answer any questions and prepared to do so. >> supervisor cohen: oh, okay. well i think you accepted all your baseline cuts. >> yes. >> supervisor cohen: and you're here. i want you here -- >> thank you. >> supervisor cohen: to talk a little bit about the proposed sharp program. this is the proposal that supervisor ronen has authored and see shepherding through the process. there was a lengthy conversation yesterday in the rules committee, and this was for the creation of a sexual assault office. i understand there's funding in the department of public health budget, and there is -- not on your part but i think hillary ronen has expressed a desire for it to be moved to the h.r.c., that's the human rights

commission, and then, i just want to also acknowledge that we'll be hearing from dr. emily merase from the commission on the status of women who will be speaking in a related context also on this item. can you talk a little bit about how much money is even allocated in your budget for this? >> to date, it's about $874,527. >> supervisor cohen: and that was placed in your budget when? a proposal from mayor farrell? >> yes. it's not that very long ago, and i can go through those positions if you'd like. >> supervisor cohen: yes. >> okay. the sexual assault response and prevention office which the department did agree to manage at the beginning of this process, and we are still open for that. we'll have a manager, and just to note that this is of course from -- you heard through the hearing, a really important

issue and one that i think we do need to take very seriously. also, the number of departments that are involved in these processes are very large, including all of the community organizations also, and so the role of this office will be to -- it cannot be a regulatory body because many of the other departments -- it is not in the charter for that, but it will provide the partnership, collaboration, and make sure there are policies and services to ensure that women or men who are harassed are victimized are being able to be taken care of by multiple departments. so the manager would have the major responsibility to coordinate and collaborate with all the departments and organizations that work on response and prevention of sexual harassment. they will do planning and assist in planning policy development and quality

improvements throughout this process. there's also a health program coordinator. one of the areas that -- i know that supervisor ronen was greatly interested in is looking at grievances. although we will not investigate those grievances, but we certainly can work with all of the other departments in their roles as they manage their complaints. so we'lle referring to these appropriate departments and direct -- there's also a need to ensure the departments involved in these processes are -- also have training of sexual harassment and also understanding trauma and the impact of trauma for these individuals. so the 2593 will assist the manager with this. this will be publicly sitting -- if we were to get this program, we would be sitting in our compliance office to ensure that all of these are managed and directed accordingly. >> supervisor cohen: and that person sitting in the compliance office, will they have a direct path to you.

>> all of them, this would be reporting to our department manager assistance, which is standard for a large department. and then, there's principal analyst, clearly, there's a need to be reporting and analysis and also using that data to support policy development. one of the areas, also, is our rain treatment center which has worked on this issue and focus for many years. one of the areas that i worked with supervisor cohen on is trying to increase staffing of nurse practitioners, and these nurse practitioners provide sexual assault forensic exams, and so these dollars, which is 1.8, turning to 531,000 is to increase staffing to 24-7 to ensure that as women come into the hospital -- i think also to note, women, men could come in to multiple hospitals. it's not just zuckerberg, so we'll have to coordinate with all of the hospitals. and hospitals do have a

responsibility to ensure as somebody comes into the emergency room, they are obligated to serve that person, and then working with all of the hospitals, we will also work with the hospitals to ensure that referrals and also information can be brought to them to ensure that they're receiving the appropriate services or following up on any issues or complaints. >> supervisor cohen: okay. thank you. supervisor sheehy? >> supervisor sheehy: i just had a question. one of the things that struck me in the hearing that we just had was mental health services were not available on the weekend. does this program increase mental health services. >> remember at the hospital we have psych emergency services 24-7, and so for right now until we are able to move an expanded budget, what we would be doing is ensuring that trained individuals from our psych emergency services could

be called in for consult to the emergency room, and they do that all the time when there is a need for any client coming into our trauma center. >> supervisor sheehy: well, and i love the work you do, i love general. but it seems to me that my strong sense in listening to the victims was that -- or the survivors was that it would be helpful if that was part of the package of services that people were offered when they're presented, so not necessarily being something that's called in, but when they present, there's mental health services available. >> i wouldn't disagree that we need more mental health services, but i'm working with a confined budget, and that was not included in the package. >> supervisor cohen: okay. at this time, i'd like to pivot to supervisor ronen who's entered the chamber. i just want you to start from the beginning, where we are, and what's your vision for this department. >> supervisor ronen: thank you so much, chair cohen. i really appreciate that. there's been a lot of confusion around this legislation, and i just want to start out by

saying thank you to director garcia who has just been a willing collaborator and just trying to help us achieve this vision. but this has never been something that director garcia has asked for in her department. she's just been trying to be helpful to all of us. so i -- i want to start out by explaining, obviously, sexual assault is an epidemic in this country. one in two women, one in six men are sexually assaulted. when you have something that huge impacting our society, no one intervention is going to fix it all. we need more money for prevention, we need more money for investigation, we need more money for especially treatment and trauma treatment which supervisor sheehy was alluding to, which is not what sharp is. what sharp is is a response to the horrific stories that we

have heard from countless women about how city departments have treated them after they were raped. >> supervisor cohen: what does sharp stand for. >> what this office is supposed to do is look internally at city departments and how city departments deal with sexual assaults. [please stand by]

h.r.c. is a department that is used to accepting complaints of discrimination of unfair treatment and adjudicating those complaints. it is not only seems like the appropriate place for this department, but it's also not a department that has to regulate itself. d.p.h. is one of the apartments that interacts on a regular basis with sexual assault victims. perhaps we have heard complaints from many of the survivors and who would light to see change and perform and it didn't make sense to put the department in d.p.h. if that is one of the departments supposed to be overseen by the sharp department. i got off the phone with director davis of h.r.c. she has always been excited

about this and to host it. she put two positions of the three we are asking for in d.p.h. instead of h.r.c.. i don't fully understand why the mayor is so insistent on that and it is my opinion that h.r.c. is the right place for this department. the director of h.r.c. is passiona passionate, willing, and exciting to host this department and to make it successful. and what i would ask the committee to do today is to move the two positions that have been placed in the health department to the h.r.c. and so that the original vision of the legislation which currently has the department of h.r.c. and which we've all co-sponsored, all 11 of us on the board of

supervisors that we have the budget match the legislation that we've all agreed is the right way to go. >> does that make sense? >> supervisor cohen: yes, that makes sense. i have a question that i want to direct to the mayor's acting budget director. can you explain to us why farrell has expressed a desire to place this proposal in d.p.h.? >> yes. this is an ongoing and evolving conversation with both the supervisor's office as well as d.p.h. the intent of the mayor's budget was to ensure we provided services to our existing direct front line service providers and that existing routes for complaints and concerns had adequate funding. that included the two nurse practitioners as well as 1.7

practitioners at d.p.h. as well as an analyst to help understand the trends in work at that department as well as looking at a citywide collaborative view. in terms of the compliance issue, there is internal auditing function and they can correct fe if i'm wrong on this, but they have existing channels for patients for the care they receive. and the mayor in consultation with the director paul henderson and police account ability that is set up to handle these complaints on a miles an hourial of issues and we are adding for the mayor's budget and four auditors to help with prop g compliance, but additionally they have committed to have this be the point person for

harassment complaints. it was more about looking at the departments do work and while there is room to improve the resources to address this real critical issue, that we all agree is a pressing problem. >> supervisor cohen: thank you. supervisor ronen, tell me, why do we need a new office versus creating a new department? a new office versus just adding positions. >> because all the departments that currently exist have not handled this issue appropriately. this is such an epidemic problem, and the city has done such an abysmal job at handling sexual assault that we need a special office focused only on this issue. it doesn't mean that it's a particular officer treated a survivor in the way we have heard countless survivors explain. they couldn't bring a complaint

to d.p.a. they could still do that. we need an office focus on reforming within city government so that we are setting the standard for the country about how to treat sexual assault victim sws respect, dignity, compassion, treatment, and seriousness. >> supervisor cohen: how did you become aware of this issue? ronea roan>> supervisor: a city employee in the h.r.c. and i was working with her on legislation. she disappeared for a little while. when she came back, i said, where were you? i was in a bar, i was drugged and i was raped. i have been having a really hard time trying to get the police to take me seriously and i told

her, let me help you. that is outrageous. i started helping temperature and we couldn't get anywhere. she contacted jane manning in new york city who flew down here to have a meeting with the d.a. gascon, with the police department, to push for reform. wasn't able to go anywhere. she said san francisco is among the worst cities in dealing with rape and sexual assaults. >> supervisor cohen: what is the best city? >> supervisor: i don't know. i didn't ask her that. we started talking to different organizations and i started talking to countless women and

you will see 50 women's stories about how they have been treated in pedestrian and we have a serious problem here and the systems that deal with this issue. that i believe's not because we have gotten better at dealing with the system. they don't have enough staff and women are waiting four hours in the women are waiting to see a doctor, but they are finally em boldened to come out and speak out against being sexually assaulted. we need to step up to take this epidemic crime seriously and treat it with the seriousness that it deserves.

>> supervisor cohen: let me ask you -- and we are here in the budget committee and just deliberating about budgets and numbers. so it's a considerable ask that you are requesting. one of which i am wondering if we shouldn't scale up. >> supervisor: sure. >> supervisor cohen: how many people are you envisioning? director talked about four or three positions. >> supervisor: three positions. >> supervisor cohen: supervisor fewer? >> superviser fewer: what i heard from the discussion, two are funded, requested three, is that correct? >> supervisor: and that is correct. and i think they should move to h.r.c. i have been asking for a third position through the add back process on the city wish list. so what i have tried to do is strike a balance in asking for enough to seriously get this done without asking for the moon. but this is not where the work ends. i am going to continue to work on this issue and we have many ideas of how we can improve and

reform the system. this is just looking internally at the city of san francisco. we need to then look externally at survivors and make sure they have the best treatment out there, but that will appropriately go to d.p.h., that money, because that is where the treatment side comes in. >> supervisor cohen: okay. i just want to wrap things up because we have other departments to hear from. thank you. is there any anything else? do colleagues have any questions for supervisor ronen? supervisor sheehy. >> supervisor sheehy: just clarity. so you want to allow the 1.9 or 1.7 nurse practitioners to stay in d.p.h.'s budget and move over the manager and i think there were two prom mattic positions -- two programmatic services but still get the augmented services. >> absolutely. d.p.h. needs an additional nurse to do the unit, and that is totally appropriate. i am only asking for the 2593

position and the 1824 position. those two positions to move over. and then asking this budget committee to add a third position to h.r.c. >> supervisor cohen: 2593 and? >> supervisor: 1824. >> supervisor cohen: all right. 1824. and in your third request is for -- >> supervisor: is for a director of the program in h.r.c. >> supervisor cohen: okay. i, as you know, have been caught up in the budget. i would love to get a little bit more information. i have worked for the city a long time and i was unaware there was such a crisis that you are describing. so i would love to know a little bit more if that is where that source of information comes from. i want to pivot back to you, barbara garcia, if you can come back up. if we added funding, we have added funding for a manager position in our first draft spending plan. and are you willing to take on this role? >> yes, the department is willing to take on this role.

>> supervisor cohen: what do you manage the responsibilities there being? maybe you can describe what the organizational structure would look like. >> i spoke, this would be reported -- first, let me just talk a little bit about the issues that supervisor ronen talked about. the issue of the department itself regulating itself. this is not a regulatory role. this is really how supervisor ronen talked about is quality improvement and coordinating and collaborating to improve services for survivors. the program would be in reporting to our deputy director via a reporting to an assistant to the deputy. and so it will be at a very high level. the manager of the program which is a request for the add back process will be the responsibility as supervisor ronen talked about to work with

all of the programs, all of the departments, and identify those trends through as example, the principle analyst and the person person finding it is st. mary's or st. luke's or san francisco general, we do that ourselves in terms of a compliance office and just got a complaint and that went to the compliance office who fully investigates this. the other issue is there are privacy issues in terms of health care and this is the one area that i feel like for the health care side, we're not going to be able to share privacy, and they may give the grievance, but we may not be able to give them back the information and that is possible to do, but there are processes for them. this office will, again, as supervisor cohen talked about,

will be really working with the community members as well as all of the departments and i suring a plan for each department and assessment for each department that is working on this issue for improvement and quality improvement for each of them. and as well as training these departments in terms of services and the area of trauma and sexual harassment. >> supervisor yee: i would like to ask a question of supervisor ronen. at which committee was it? the rules committee when we heard your legislation and there were testified and some of the issues were directed to the department of public health. some was directed towards the police department, and i even thought i heard other places

where they heard complaints. >> supervisor: i'm sorry. i sort of missed the question. i'm sorry, supervisor yee. >> supervisor yee: so far in this discussion it seems heavily directed towards the department of public health and i am sure there is a lot of issues and i just when i was at the rules committee, i heard other departments that were involved that needed to be improved. just as the police department, and i thought i heard how they were treated. and so if that is true, then what is the rationale of having it outside of the public health

department versus a department or office that would be dependent of them and independent of the police. are there strings to that versus where it is parked right now? hassan rohani roan rr >> supervisor: i believe that you were at the first hearing, but this legislation came after a chronicle investigative report detailing how poorly the city is handling sexual assault. then i held a hearing at public safety where supervisor sheehy and supervisor stefani and supervisor fewer were where we heard stories of women waiting four ours at general hospital and not being told what was coming next. not having cell phone reception.

feeling scared and overwhelmed. we heard a story of an undocumented woman who was scare and when she got pregnant the emotions came out about the rape. she tried to talk to her doctor and the doctor told her all women get raped. you'll get over it. there are things that need to be done in my opinion for that department as well. we are failing autoall levels when it comes to sexual assault in the city. that is why i designed this legislation and then finally even the way director garcia talks about this which i completely understand because she is her framework is about care and it's not about holding

city departments accountable. that is not the job of dr. garcia -- i think of you in that way, you are such an expert. this is true from the patient care forget as well. -- the patient care perspective, but this is not the point of this legislation. the point of this legislation is compliance, accountability, and i don't believe that d.p.h. is the right place for it, not because they are not an excellent, capable department, but it is not the way the legislation is envisioned or designed. it is designed to look internally at different city departments and hold them accountable.

>> supervisor cohen: thank you very much for your presentation. >> so you are not going that take up moving the positions today. ko koen>> supervisor cohen: not today. we will continue to have conversations about it. i would like to bring up the chair on the commission and status of women. >> good morning, supervisors. and i have to agree wholehear d wholeheartedly with supervisor ronen. we have a broken system when it comes to sexual assault. i want to provide a little bit of context. the safer schools sexual assault task force estimated that over 10,000 women, over 3,000 men

will be sexually assaulted in san francisco without intervention. they treated 401 sexual assault survivor survivors. in 2016, the police department responded to 429 sexual assault cases. and in fiscal year 2016-2017, san francisco women against rape were contacted by 524 survivors of sexual assault. and people familiar with the issue know that rape, sexual assault has devastating life long effects. and so we now we know that san francisco's current response is needing radical improvement and i feel strongly in addition to what is being proposed. this is an requested answer" --

this is an "and" conversation and a 2998 position for $140, 0 $140,000. h.s.c. . >> supervisor cohen: how much? 2998 position for $140,000. >> supervisor cohen: including benefits? >> dedicated -- >> supervisor cohen: does that include the fringe benefits? >> yes. >> supervisor cohen: thank you. h.r.c. does investigations very well. d.p.h. mission is treatment and services. the department of status of women and the commission on the status of women is outlined in the charter and identifies the issues of sexual harassment and we would like to play a role and

i want to thank supervisor ronen and however, with a staff of just six people, responsible for the needs of 49% of the population, we just do not have the staff capacity. we identify staffing as a need for this issue two years ago without our family council five-year plan. that was not funded. at the request of the board of supervisors we convened the safer schools sexual assault task force last year. 47 recommendations. the number one recommendation is additional dedicated staffing to the issue. and i just want to say that this staff person is bring iing organizations together with a laser like focus on domestic violence and were able to eliminate domestic violence

homicide for a period of four years. we would like to do the same in this instance with sexual assault and eliminate particularly drug facilitated rape and other forms of sexual assault. we have a track record of working with gender fluid to male to prioritize safety and worked closely so that the police and district attorney do not arrest them but address the rape itself. this will create m.o.u.s for better interaction and identify and implement promising practices and prevention campaigns and a citywide website with information and resources. and finally implement the

recommendations. and one last data point. in the first three monthsover this year, they spent $323,000 to how many people are in the department? >> six. and almost $7 million of which goes out to community-waysed organizations and the three domestic violence shelters and caseworkers through the grants program. it is about $1 million for the six staff. >> all right. thank you. supervisor ronen, did you consider this office that you

are looking to create? did you consider placing it in dr. morase's department? >> an i did, but i chose the h.r.c. because her department isn't a complete -- it isn't a complaint department that receives and investigates complaints against other city departments. that is the rule that h.r.c. plays. it's used to receiving, investigating, and resolving complablts. >> i agree h.r.c. does investigations well. we do the policy coordination and so we would like to play a role in the policy response to improve systems. we sit at tables all the time and will need to have a systems approach to this problem.

>> do you have any questions for dr. merase? i wanted to see, i don't know if kelly kirkpatrick wants to add. no, nothing to the discussion. thank you. is there anything else you want to give to us? >> an i want toing a knowledge the leadership of supervisor -- i want to acknowledge the leadership of supervisor ronen and the brave survivors who have twoek ties in public now and i work closely and positively with director davis and director garcia. i hope together we can solve this problem. >> supervisor cohen: thank you very much. we're going to move on to the mayor's budget and hear from miss kelly kirkpatrick.

>> thank for your presentation. you can begin. i have the c.f.o. for the mayor's office of housing and community development. we are in agreement with the b.l.a. policy recommendation and i am here to answer any questions you might have about the budget. >> we recommend reductions totalling $75,000 in 2018-2019. they are all one-time savings. the reductions would increase of 37.6% of the 18-19 budget. in addition, as she mentioned, it will be recommended to place

on reserve and depending the results to dedicating the funding of cultural districts and also we recommend closing out prior unexpended at $154,688 which with one-time savings of $200,000 for total general funds savings and we do not recommend that with $3,100,000 on budget and finance reserve for the second year. and with the>> supervisor cohen: and i understand that supervisor f fewer has detailed questions with the office of mayor's and can you give me the exact

office? this is mayor's office and it is a bit fluid. that number is dependent on how the mayor's office allocates among approximately 40 budget and funded for the mayor's administration and it is a choice for mayoral administration about how they allocate those staff. under the current administration, there are four staff dedicated towards mom's work. however, that is a choice for the next mayor administration to make and they could have fewer than four. they could have more than four. and so it is not a set mon's budget. >> can you tell me what they do? >> the primary point of engagement for the public with the mayor's office. they have three core functions.