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'll be 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. and they organize many cultural events in city hall. and vef over 300 and organize mayor participation and giveaways such as events at public housing sites such as back pac give aways for -- backpack give aways for children, toy drives, and christmas tree and turkey give aways during the holidays. they conduct meetings and with town halls and community groups as they arrive, and reportedly

this past spring they organized the open door chats to have direct discussions with the mayor about priorities and they had six sessions to facilitate and members comi into the office with to triage concerns of residents and work with 301 and 20 to 40 walk-ins per day and over 50 emails a day. and they help triage people in need of housing, noise complaints, potholes, many of the similar complaints that i imagine your offices receive. and they provide staffing to the mayor and community. and currently organize that. so the positions are at the

mayor's discretion and can move them around and make it larger and smaller. my concerns is we do much of what you said in the district offices and have more of our ear to the ground to constituents when you talk about emails and every one of us probably get that many emails a day, but we have direct service to serve our neighborhoods in that capacity as supervisors. so i actually have only been a supervisor a year and a half, but and i don't see that department at action at all in my habd.

so we take the pothole complaints and organizing of community events and community building. i actually think that this funding should transfer over to the board of supervisors budget so that the board of supervisors has resources and each and every one of their offices to respond to constituents' needs. anyway, that is my personal opinion and i wanted to share it. thanks. colleagues, are there any other questions? supervisor ronen? oh my gosh. i'm sorry. supervisor fewer, are you wrapped up? thank you. supervisor stefani. nothing? okay. all right. well, thank you for your presentation. thank you for your comments. i don't have any specific questions about the mayor's

office and willing to accept the b.l.a. cuts. i am not interested in cuts to the mayor's office of neighborhood services or for the four additional positions that are in that department. so i am just signalling to my colleagues just where i am on this. >> if i can add, i am not supportive of that either. i think with mayor elect breed out of respect for her and how she wants to design her administration and specifically the mayor's office of neighborhood services, i think that i am completely comfortable with those positions staying there and letting her decide how she wants to run that department. i have been hear quite some time, and i have worked well with them in the past from 2007 on, so i am fine with keeping it the way that it is. >> supervisor cohen: supervisor yee. >> supervisor yee: thank you. i think supervisor fewer raises some good questions. i actually have not had much interaction with them at all, so i have no idea what they do. maybe one of the things we can do moving forward is so you have

a hearing to see what they actually do just so we can fully understand. so let me make a motion to accept the b.l.a. cuts. is there a second? second by supervisor yee. can we take that without objection? without objection. thank you. next from the department of technology. welcome back, linda. good to see you. >> good morning, late morning, early afternoon. the department is in agreement with the b.l.a. and the

recommendations so do not have any outstanding issues. i believe from the first presentation there was some questions around the fiber s.f. project and how that budget might change with the change of work plans for the 18-19 budget. so the handout that i am sharing is a description of how the project plan would change and what would be accomplished. what would be accomplished is to do a market study on the revenue that could be expected from and how that revenue would be structured. how it would change over time and there are a number of ways to look at this kind of revenue. we would like to truly

understand what we can expect from this infrastructure as we evaluate options with a public-private partnership. we also need to do some engineering work and some research on the utility conditions in the city. how many poles are truly available. what are our options around digging or using existing construction projects that are underway to help deflate some of the cost of construction. then the third component would be a demonstration set of hardware to test how the network would operate. we want to insure privacy and net neutrality and that we have an open access environment that will support multiple i.s.p.s and providers. and so what you are seeing is

that estimate is around $2 million. we have a carry forward balance in the fund of $500,000, so the request for 18-19 is $1.5 for that body of work. awe>> supervisor cohen: does that conclude your presentation? thank you very much. let's hear from the b.l.a. and we recommend productions totalling $1,927,361. and of the reductions, $26,732 are ongoing savings and the one-time savings and this is alouing an increase of 8.2% or 9.5 million. in year two we have recommended reductions that total $26, r,927 and that is young going savings.

and i am prepared to cut the $1.3 and the b.l.a. made a recommendation and i will be basing my decision on how you respond and you are already winning. i love that color. and what do these add that the existing study does not? >> this is really on the ground work. and people that heard from the firms and the request for qualifications and the risk factors and the construction and this is a complex urban environment and would want to push down the construction costs as much as possible. and the way we take risk out of this project is by