inc. project -- >> chair fewer: but would enhance the park because there will be a brand-new park there. >> yeah. >> chair fewer: okay. and i just wanted to ask about this remediation. who will sign off to make sure it's accurate. it's been a lot of concern on this board, a lot of public comments. i think a lot of the public are concerned about the remediation project part of it to make sure that it is safe. who will sign off on it, and how can the public be assured that it will be a safe place for families and children? >> sure. the least agency is the regional water quality control board, and they are now currently reviewing our

remedial resolution plan. frankly, most of the comments that the public had were about preserving how we were going to try to preserve the historic structures on the site during remediation. all by one comment was about -- but one comment was about that, and the other comment was doing testing for radiation, which we're now doing. so the plan is available. it will be made available to the public. we are also happy to have additional conversations about it. since 2015, when we first applied for our first e.p.a. grant, we have been having semiannual, if not annual meetings with the public. so this has been an iterative process. the regional water quality control board gets input from a number of agencies, and all of those folks are also advising on the plan and the plan was developed with multiple

stakeholders over a long time and reflects all of the regulatory agency needs and requirement. >> chair fewer: so the answer to my question is the people that will sign off on this is the regional water quality board? >> yes. >> chair fewer: okay. any other questions? okay. let's open this up for public comment. any public comment? hello, mr. wright. >> i want to highlight that this is the same way that mission rock started out. mission rock ii was a big -- sf viewer, please, and i might have to adjust the viewer so everything will come in clear. mission rock started out like this with this kind of negotiation, claiming affordable housing for people in the area. and there was -- after all of the approvals were taking place, for example, housing of which at least 33% is

affordable for low and moderate income housing of the 40% affordable housing that was advertised. but yet, when you draw up the applications of the people that's living in the building, only 2% of the units that are affordable are a.p.i. you dig yourself in a hole when you claim that 40% is affordable. you further compound the breach by means of not following rule 410.25 section 33413 where 15% of all the units in the overall project is supposed to be for low and very low-income people. 15% of 1,500 is 225.

so that means that 225 units are supposed to be for low-income and very low-income bracket people. so make sure this doesn't happen in the same place as mission rock, i move to have legislation to verify that you're supposed to have low and very low-income bracket people included in the housing opportunity. now mr. brian, who was here earlier claimed that this is redevelopment rules and regulations. that's no excuse. it applies to property that's being built in the generation of san francisco. >> good morning. my name is jackie flynn. i'm the executive director of the a. philip randolph institute and i've been working with this project for three years. as you may know, i do a significant amount of work with youth and families in the neighborhood and i'm committed to continuing our relationship with the project and making

sure there is a true commitment to informing and engaging our residents. just a couple of years ago, i brought three men from down on the hill to participate in workshops that they hosted at the church, and i told nicolle hey, there's a huge opportunity for young men in this neighborhood to find skilled trades and possibly work on this project. they completed the project. they're now working at the warriors stadium, and they literally look out the windows of their home and look at this project, and they want to work on this project. so when you talk about work coming into the community, you can see the link. so i just want to remind you that this parcel of land has been neglected for many years. it's abandoned, it's vacant, and what does that say to our

young families and people that live there? i would like to keep a promise to bayview-hunters point to clean it up to make it better, so i encourage all of you three as well as your colleagues to come and tour the site to take a look at it, and i'd be very happy to provide you that tour if you're interested. thank you so much. >> chair fewer: next, supervisors. >> good morning, supervisors. i'm philip vitale, and i've been working in the bayview-hunters point since the early 2000s. just a few years ago we worked with the community and rec and park to renovate hill top park and playground up the hill and we've been working closely with the india basin community with an ideas competition, the

waterfront study, the concept design, all of which led to a community driven vision for these parks. we're excited to see these grants come along which will bring this vision to life. the community is excited to see the impacts of the design. nicolle mentioned this is going to be a world class park for a community that's been underserves f underserved for several decades, and we're excited to see these grants. >> chair fewer: thank you very much. next speaker? >> good morning to the board, staff, audience. my name is uriel hernandez. i work for the san francisco parks alliance. we are the largest nonprofit organization serving san francisco's diverse city parks and open spaces. we partner with 200 city parks and open spaces in the city and

are also partnering with the rec and park department and the department for public land on this project. we want to ensure that there is a robust and fantastic community engagement project. as the southeast area manager, i partner with a lot of different groups in the southeast area of the city, including many in the bayview-hunters point community and also with the blue greenway which this will be a part of. as many have mentioned before, this is part of the city that is often overlooked and is in need of remediation, and real ownership over those spaces that have been abandoned and overlooked for so long. i'm here to urge you to accept the authorization of this funding for remediation, restoration and community engagement for these parks. the parks alliance will work to

ensure equitiable development, community engagement, and active ownership over this park as it's developed. thank you so much for your time. >> chair fewer: thank you very much. any other public comment? seeing none, public comment is closed. okay. and i just want to say that i love heron's head park, and i think this is a great addition. i just want to make sure it's environmentally safe for everyone. i'd like to make a motion to move this to the full board with a positive recommendation. thank you very much. madam clerk, is there any other business before us today? >> clerk: there's no other business. >> chair fewer: thank you very much. this meeting's adjourned.

>> good afternoon, everyone. the meeting will come to order. this is the may 15th, 2019 regular meeting of the budget and finance committee. i am sandra lee fewer, chair of the budget and finance committee. i am joined by supervisors catherine stefani, mandelman,

and lee. i would like to thank sfgovtv for broadcasting this meeting. madam clerk. >> please silence cellphones and documents to be included as part of the file should be submitted to the clerk and there are six supervisors and we're convened at the special meeting of the board of supervisors. >> supervisor fewer: thank you, very much. >> a hearing on key strategies and related to clean and green streets increasing the minimum compensation ordinance for non-profit organizations and support for small businesses including identifying funding levels, gaps and opportunities for future spending. >> supervisor fewer: thank you, everyone. today is the final hearing to discuss priorities for the mayor's budget development. for the last three meetings,

we've had meetings focused on the top three priorities articulated by the board of supervisors. affordable housing homelessness, public safety, mental health and substance abuse. today we'll hear about the three secondary priorities arose from the board. green and green streets, small business support and funding for ordinance from non-profit organizations. thanks to public works, the workforce development and the controller for being here today. this is the final priorities hearing during the mayor's budget development, i anticipate that we may hear from committee members as well as the public on other priorities that are not included in today's few topics. with that, let's move on to our next presentations, again, and i am going to ask committee members to wait until after each presentation is done to get into questions and discussions. there is no budget and legislative support today so, we'll get right into our departmental presentations. i'd like to introduce bruce

robertson, the finance manager from public works. >> good afternoon, supervisors. bruce robertson, financial manager for public works here to speak on cleaning and greening streets for san francisco. so i'll start with a couple items. go through the data and momentarily our budget and provide some of the budget priorities we have. first, i want to start with our strategic plan because it guides everything we do here at public works. we have three goals. you can see in front of you, the best place to work, drive innovation and exceptional service and improve and inspired stewardship of public spaces. under each goal, i have highlighted key data elements and i'll highlight a few of them. we have hired 111 pre apprentice and apprenticeship positions dedicated to the community corridor cleaning program. under driving and innovation, i want to highlight the second

item. the expansion of the pit stop program and we have 25 locations throughout the city and i want to highlight the youth. we're 45,000 uses for the first six months of the fiscal year. we're seeing youth to rise for that program. in terms of improving public spaces, two items we've partnered with h.s.h. to open new nav centers and we've partnered with several non-profit and increase non-profit partnerships to improve cleaning throughout the city. primarily in tenderloin, soma as well as a new program to clean our trash cans. i'm going to focus on the data that shows how we track and monitor what it is we do at public works. so, the first slide really shows the cleaning by category, going back to fiscal year 2010. and i want to highlight a couple items on this one. you can see the general increase. we're up over 120 almost 123,000

service orders for the fiscal year through the end of april. we're rejected t protected to h0 service orders. the growth keeps continuing in terms of the calls in public works. in terms of the type, you can see that dark, blue bar is letter patrol. that continues to be our largest request. that's where members of the public will see debris on the sidewalk or on the streets. so just massive amounts of work continues within public works and that number just continues to increase unabated. so this is a slide we presented annually. we want to show you were the biggest impact is by supervisor district. districts 3, 6, 9 and 10 continue to be the largest with district 6 being the out lier that really has the heaviest

volume in terms of our service request with over 29,000 through april. the distribution has remained relatively unchanged but it's just a share of volume of calls. with letter patrol has increased so again, more across the round, debris object the sidewalk and in the streets and steamer request has increased for fee sesquicentenniafeces.we have ano responding to every 311 goal within 48 hours. we break the city up into six zones. and we have three shifts. we are a 24/7 operation that is cleaning the city streets. and you can see if you look at those bullets, our goal of 48

hours is being met in the worse case on some of our night patrol 98% of the time. many instances we're at 100%. so we're coming very close to 100% goal of meeting our target of 48 hour response rates. so it's a good slide to show we're meeting it for all three shifts. even with the increased workload. just in terms of how much are we picking up, this is tone age and this is tonnage fora for abandod waste, illegal dumping, street cleaning. in terms of street cleaning from a mechanical sweepers. people picking up cigarettes. so this is everything. you can see the tonnage last year was over 26,000 tons. we are projected to be over 28,000 tons. so, we just pick up more. we continue to pick up more and more and more.

we often talk about needles. the calls continue to come to public works and we pick up more and more needles. you can see the big jump from fiscal '17 to '18 where we saw 86% increase and even if you look at what our projected numbers are for fiscal year 19, we're still see an increase of over 9100 needles by the end of the fiscal year and we're already at 7600 again through the end of april. so, what are some of the ideas we're doing? so, we've talked a lot about the pit stop program. you've heard about the pit stop program. this is a map city wide that shows the pit stop program locations and the related steamer service orders. when we decide where are we going to put the pitstops, one of the key data elements we look

and analyze are where are the steamer requests coming in for feces and for urine. and so you can see on this map, the city wide perspective and then in the lower left, you can see zoom-in area of the tenderloin, parts of the mission and parts of soma. and the reason why we included that is because that is where the heaviest volume is. and it corresponds with the biggest location of where we have the pit stop programs. so the next slide really shows where we've been putting our pit stop programs. they're up to 25. that number continues to grow. you can see the circles represent the top number of steamer related feces and you are in-related calls we get. the whole point is to try to reduce the number of service orders we get. one of the goals, is to reduce service orders we get and we can reallocate resources elsewhere. we do see direct evidence of

what we do place a pit stop in a location, it has a reduction with the number of steamer calls we get. the volume is high but we can't see the reduction and our data does show that. with all of that, it's a department that is doing more with less so this start goes back to fyo8 and goes to fy20. our budget has been increasing, especially from 2011 on. if you look at the top line graph, you can see the impact on our budgeted f.t.e. positions in terms of the reductions from the great recession. and if you look at that top number on the upper left, 312f.t. these are positions in our bureau of street and environmental services. these are the staff that clean the streets. we were at 312f.t.e. and our

proposed budget includes 308. so what this table shows is while we're getting more money, which makes sense labor costs have increases and we've been a little creative in some of our new programs. we've certainly expanded our non-profit partnership and our pit stop program and some of the cost of equipments have gone up but if you look at that f.t. number we're still below where we were in fiscal year '08. our over all head count is lower than fiscal year '08 before the great recession. it's a telling slide. we're h we're proud because we think we're doing well. our position have gone up but we'll still never fully recovered from the great recession. i'm going to talk about the green of the streets. i'm going to start with the tree maintenance fund. everyone is aware of the tree

maintenance fund. it was drop e passed with 80% of the vote. and that was a set aside of about $19 million. it was for tree maintenance and sidewalk maintenance related to trees. there's a couple of things i want to highlight. the city took over responsibility of 124 or 125,000 trees transferred from private responsibility to public works. there's one key element about the tree maintenance fund. the first three years are ineligible for cost for the tree maintenance funds. after a tree has been established, after a year one, two and three, then it is considered eligible for tree maintenance. we cannot use any of this money for planting trees or maintaining trees for the first throw years and it's something i want to highlight. you can look at and see we were averaging in the two to 3,000 trees we maintained as public works, and you can see that number has increased in the

first year to 17,000. and in the current year, that is through march where we're at 13,000 we will be well above 26,000 trees by the time the fiscal year is done. you can see the benefit in the impact of the tree maintenance fund. so i mentioned the first three years, that's what called tree establishment. so, tree establishment cost about $2,000 a tree. the actual tree itself is $500 to $600. what that $2,000 number also includes is over those three years, staff cost to go out and water and maintain that tree then the tree is considered and we can it over to the maintenance fund but that first three years has to come from a different funding force because it's ineligible under the tree maintenance fund. so this chart shows we've been doing better. we've been working with the t.a. and using prop k sales tax

funds. so we've been increasing the tree maintenance funds. it's a concert effort of us because we want to try to comply with the urban forestry plan that calls for a certain number of trees. trees continue to die. so we've identified about 6500 trees we put in priority one and two of areas where the tree is either of such poor health we anticipate it will die and we'll need to remove it or it's already perished and we've got to replace it. even with the funding as we currently have, keeping a steady state, and not having the decrease is say big challenge for public works. i have one last area that is often overlooked but very important to us is median maintenance. there's a lot of trees that have been planted on medians throughout the city. there are 3.4 million square feet in the city and areas we would consider under the median maintenance.

there's been a lot of great street scape projects, throughout the entire city that have been great and improved the streets. one problem with that, it's an unfunded mandate. they need to be maintained and cared. it's very dangerous work. maintaining the maintenance is dangerous. we're concerned about the safety. what are our budget priorities? the presentation outlined quite a bit. we want to maintain and make sure we have a staffing level that allows us to deploy cleaning resources quickly. we've been working on workforce employment, youth employment, apprenticeship program programs. they have all expanded because it allows us to attract and find staff that can meet the demands of the city. we've also been innovative and

developing new partnerships with non profits. i'm going to highlight a couple of them we developed during the fiscal year. clean of the on ramps and off ramps from city streets going on to 280 or 101, just because they were dirty and needed to be cleaned. we have a team that goes out and does that every morning. we also have illegal dumping. both in terms of making sure we have the resources to respond within that 48 hour timeframe. illegal dumping is an eyesore. we are trying to get ahead of it. we started an awareness campaign and we want to make sure we have resources. it's a priority for us to make sure we can stop it rather than react to it so we'll look for funding to make sure we have an awareness campaign. and finally, the last two i touched on as well, tree establishments, again, that $2,000 over the three-year period to make sure we can not see the urban forest decrease in the city.

and median maintenance. we would have an initiative for a night-time crew. it's safer and there's far less traffic and safer for you're crews to be out there maintaining and repairing maintenance. that's all i have. i'll be happy to answer any questions. i have a whole team from public works. larry stringer, peter lyle, the superintendent of street and history environmental services and others on the finance side. with that i'll be happy to answer any questions. >> supervisor fewer: any questions? >> supervisor yee: thank you, churcchair fewer. i just wanted some clarification. when you talk about staffing, over the years and it's up to

309f.t.e.s, does that crew of 309 do the work of the illegal dumping, cleaning that up and also cleaning up the needles or are they separate crews? >> in those 309 are positions for cleaning up the illegal dumping and the needles are in there, correct. >> supervisor yee: and then, does recology pick up illegal dumping? >> they do pick up illegal dumping. if you go back to this slide and the presentation, you will see a big dip. it's slide 5 or slide 3 where it's cleaning data by category. in 2014, we transitioned a lot of the abandon waste program from public works to recology so they pick up a lot of abandoned materials that if someone else in so that's why you see it dip

from 2013 to 2014 it's because more were shifted to recology. >> supervisor yee: so in recourse to the tonnage of garbage that is picked up, is that including the tonnage and recology? >> it does not. >> supervisor yee: i'm sorry, what? >> it does not. we have that data but it does not include all of it. we can provide it but i don't have that information at my finger tips. >> supervisor yee: it doesn't include all, is any of it included in here? >> it doesn't include any of it. >> supervisor yee: that helps me in regards to the staffing piece and the garbage being picked up because of course, in the tonnage included recology it's not a good comparison. thank you for the clarification.

with the tree maintenance fund, you said that tree planting and establishing and on these trees are be planned alone and in front of people's homes. >> yes. >> supervisor yee: i remember that when we had some discussions a few years back, in terms of finding funding to take over maintenance of the trees and i thought there was money put aside that go to, maybe it wasn't d.p.w. that received the money but some non-profit or something where they were able to provide trees or something. >> we do partner with friends of urban forestry and we do provide them money for tree

establishment. so this day it just shows the trees we plant but you are absolutely correct, friends of urban forest are planting trees throughout the city as well and there's money provided to them. i believe it's $1.4 million annually. >> supervisor yee: when the department plants it, where do you plant it? is it on the median. >> on sidewalks, it would be in medians, it would be where there's a need that we've identified where there's a need for a tree because a tree has died and it's a replacement. it's about to die and we've gone into to replace it. or some some instances we may get a call from a concerned citizen or someone that alerts us to a area. we have a whole approach that goes through about how and where we plant trees. >> supervisor yee: thank you. thank you for the clarification. >> supervisor fewer: supervisor

stefani. >> supervisor stefani: the increase from 2017 to fy 2018, did you exam the causes as to why it happened? >> supervisor, we did not nor am i sure i'm the best person to answer that question. i don't know if any of my colleagues want to answer that. we were just more responding to the request. >> supervisor stefani: that's fine. on the litter problem, what are we doing to prevent litter that is spilling over from our public trash cans, which i see a lot of in my district. i call that in a lot. i use my 311 app a lot. so what are the best strategies for handling that? >> i'm going to turn that over to larry stringer, who is more of an expert in this area. >> good afternoon. larry stringer from public works. so, we are right now in the

midst of installation of about a thousand sensors in cans throughout the city right now. the best strategy is to give before it overflows. currently, the sensors that are going in will notify us automatically when the can reaches 80% and at that time, a request will go directly to recology who services them and we had good success rate with the pilot, which was about 97% that they got there before the can actual low overflowed. that is one of the strategies. the other one is by reporting it to 311, we also review the data monthly to see the cans that are most overflowing. we start investigating the root cause. is there not enough pickup? is there illegal dumping going on? maybe we just have to remove the can. because it's being abused. >> supervisor stefani: what about the design of the trash cans?

>> we're working on that as well. >> supervisor stefani: there are some that are just really easy to get into and it doesn't matter whether or not you have a sensor, someone will go in. they're not overflowing naturally but because people are going to them and taking the trash out. >> we're working on a couple of designs. we've done some pilot cans we've looked at as well but we're also trying to be responsible with costs. >> supervisor stefani: with that, so how have the compacting trash cans or the big belly or the pel trash cans, how have those impacted the overflow and litter on the streets and have we done any analysis on whether or not it's helping with our litter problem? >> we're giving it about a year and we want to do a snapshot before and after they were installed to see if there's a >> supervisor stefani: anecdotal ly, have we been able to tell whether or not they're making a difference? >> we haven't. that the fact is we still see a lot of illegal dumping around the cans. we don't see people going in them, although we have seen a

couple broken into but we don't see as many people going in and being able to pull anything out. >> they reviewed about 11 major cities throughout the u.s. >> i think too, maybe even a cost analysis over what does it cost to install a thousand sensors and continue to maintain trash cans where in the design is not the best to keep the trash in the trash cans versus the big belly trash cans that compact it and make it difficult for people to rummish through the trash. if we were to make an investment and get rid of the trash cans

that are not working and causing problems, what would that look like? >> we can work on that. >> supervisor stefani: thank you. >> supervisor fewer: thank you, very much. supervisor ronen. >> supervisor ronen: i appreciated supervisor stefani's questions. i had many of the same ones. when i am traveling and i see amazing trash cans that we don't have in san francisco and the streets are so much cleaner, i'm always taking pictures and sending them to mohammad and saying we don't we have these trash cans in san francisco. there are such better designs out there. we have so many problems with the state of our streets that it would be wonderful to see that analysis because it just seems like we need to step up our game in the quality of the trash cans we have on this streets and the number of them for that matter. >> related to question was the

needle question, is there a cross partner and with the department of public-health or about why this state of our streets are the way they are and how we might, you know, spend our resources elsewhere that might have a more effective result on street cleanliness. with all the money we increasingly spend and it's interesting that we're still not up to the f.t.e.s, he did not know that. that's a problem. i'm wondering, i'll ask questions about that in a second. it would be great to see some more multi dimensional ways we can get at this problem and more

tasking and effective ways. >> hsoc does that. we work with d.p.h. closely also with the department of housing and homelessness. we also partner and share data and information. we also are responsible for in stalling kiosks at various locations for the department of health. we do strategize around it. they've also made strides to the department in health in particular, increasing the number of staff or non-profits they have out on the streets picking up needles. part of the count is a lot of the needle tag w that we encoune in encampments and it's part of the clean up. >> supervisor stefani: you are well aware the e-mails we get of supervisors of people just saying i'm shocked at the state of the streets when i came and

visitevisited you do go it's jut different in other cities. it just seems like we're treating symptoms and not the root causes of the issues and that is part of the problem and we need to have a deeper analysis to see if we're being cost effective. the quality of your work is excellent. it's not the issue. we keep increasing that. it's not making a noticeable difference on our streets and so i just think it would be nice to see a little bit more collaboration to see if we can maybe spend money differently. how are you meeting these additional demands without sufficient staffing? are there plans to get up to the

staffing levels you had in 2008? are there any open positions right now? >> creativity actually. we're working more closely with the c.b.d.s. wore going to meet with them about how it's strategic deployment of resources for better cleaning. also, we're non profits. we're doing a lot more with them and providing workforce development opportunities as well. and, hsoc is another part of it because you are right, it's not just about cleaning the streets, it's a coordinated effort in order to improve the quality of the streets in san francisco. >> supervisor stefani: are you going to ask for more staffing in this budget cycle? >> i don't believe -- there's some but i don't believe there's much. >> supervisor stefani: i appreciate, for example, downtown streets team and their innovative model. i'm not generally for contracting out the key city

function. if we need more staff, we need to know that so we can increase the staff. despite the fact i know the mayor has ordered no addition at f.t.e.s this is a major issue for us. if we need more to get the work done, we need to know that so we can make different choices. love to hear that from you when we go through your budget. >> ok. >> supervisor stefani: thank you. >> supervisor mandelman: thank you for the presentation. i'm sorry for being a little late. i was watching it though. i did want to ask a couple questions about some of these issues. first question i had was about coordination with 311. how exactly that works when you get particular calls. i have been using the app regularly and i just checked and not to gross anyone out, but i had a open case that is still

open from about five days ago around a piece of feces on my block and the go ahead news it's not there but the case is still open. i am wondering about the process and the kind of the responsiveness. in that situation, would it go to you all and you would actually have to send someone out to go deal with that? it's still telling you it's there but i can tell you it's not there. i'm wondering about the efficiencies in terms of how we respond and how we actually clear cases and who is able to clear cases so that you are not senting people out using limited staff time to deal with issues that actually have been addressed? >> it's usually closed out by field staff or by the supervisor of the area. the potential could be that there's more than one service request for the same location.

in which case, the work has been done but that particular service request did not get closed because there were three or four others that were. that does happen on occasion. >> these are all -- how do you know if it's closed out and who closes it out? it's always something you send out to do it? >> yes, unless it's a duplicate then the dispatcher hopefully will close it out before it gets back to the field. >> got it. ok. i'm still, i guess a little concerned about the sort of the -- we've talked about this. around, i suspect that actually that may have been addressed by the c.b.d. because they do regular cleaning in the area. i'm worried about situations when we're sending people out to respond to things that may have actually been addressed. and how we can make sure to coordinate better around that. >> that was one of the reasons for having the meeting.

around the steam cleaning of the sidewalks, do we do regular on going steam cleaning as a city of our sidewalks and if so, where do we do that? >> we do it in a few locations. it's not part of our core service or required sidewalk responsibility of the property owners. we will steam clean locations where we get a heavy amount of service request and the data leads us to that and that's just being proactive, knowing based on what we've gotten report wise for that location, we will do steam cleaning for that location rather than just wait for the service request to come in. we do not have the capacity nor is it our responsibility to be able to steam clean multiple sidewalks, if you lock at the data and number of steam questionrequests per day, it kem

busy 24/7. >> it's reactive -- mostly reactive in terms of the service request as opposed to kind of an ongoing deep pressure washing or steam cleaning of our sidewalks. >> yes, that is actually what the c.b.d.s bring that level. we have a baseline level of what we respond to and it's for health reasons because technically the sidewalks are the responsibility of the property owner or the business. >> do we have any sense of how many of those property owners are deep washing or -- we just assume they're doing that? >> no, we don't have a sense of that. each of the c.b.d.s will provide a better sense of that. that would be one of the things that we want to understand, based on what i know, each one of them at least gets steam cleaned if they're in the c.b.d. once per month. >> for the bathrooms, i see that

we're planning to expand the pit stop program. it says that's a budget priority. so i guess that's hopefully we'll expand it. are there also plans to expand the hours of the pit stops. it's my understanding at least in the general downtown area in district 6 that there are no pit stops, there are no public rest rooms open between 10:00 p.m. and 7:00 a.m. and there's only one open until 10:00 p.m. and it's on sixth street and most of the others close at 6:00 or at 8:00. you say pit stop expansion, are you also planning to expand the hours? >> yes. there's been a request for that and we're looking for a couple of pilot locations to do that. there's a safety concern with the extended hours or overnight, however we're looking to pilot a

couple locations. i believe one of them will be in your district for sure. [laughter] >> i'll take as many as you can do. there are a lot of people in our community and on the streets who obviously need to use a bathroom after 8:00 p.m. or after 6:00 p.m. also, on the bathrooms, can you give an update on the status of the contract? one of the things i was interested in, it was my understanding we had the opportunity to expand to additional public bathrooms as part of opposed to the mobile one and it's how much does that cost? >> i'm going to let my c.f.o. answer that for you. >> julie dow son, public works. wore going to be bringing that contract forward to you very

shortly. what the contract will cover is just the toilets and we will buy up to 15 additional toilets if we chose. that will be something the city has to find the funding for. both the purchase of new toilets and the maintenance services to maintain them beyond the 25 that the contract covers. >> so it allows us to do an additional 15 but we have to pay for them? >> yes. the original 25, the replacement, the capital investment to replace and to maintain them, is covered by the advertising revenue of 114 advertising kiosks. the number of kiosks was capped by the voters back in 2009 and what was then called prop 8. so we are in a situation where we can refresh and maintain what we have but if we want to add

additional locations we would need to invest in those ourselves although we can do that through the contract which is certainly potentially efficient in terms of a space on the right-of-way than to find a place for a full functioning bathroom like those we built on our parks, for example, which are more expensive on a per-building basis. does that make sense? >> so, we are limited currently because the contract requires us to have associated advertisements and we have more remove can't include advertising to us because we're capped out based on -- >> right. because of the voter initiative that passed back in 2009, that limited our number of' oks and the right-of-way to the number that was currently in place, which is 114. and so, the revenue from that

program covers the capital investment and the operating expenses of the toilets and we're also going to include maintenance services for 11 of the 25, according to the plan. >> got it, ok. putting my public in and we need those additional 15 and i guess a little concerned that we have a contract that seems to prevent us as related to connection to the advertising kiosk and we should make decisions around public bathrooms based on meat and public-health and the expansion of these i hope is not held up for so long as we figure out this contract and we figure out some of these advertising questions that we're created and how we make sure we fund these ourselves or have other types of ways of thinking about advertising then just these

kiosks. in order to make sure we can pay for these and move forward with additional public rest rooms. is this a timeline on that contract? >> the contract will be likely about 20 years. it is a very large capital investments to replace all of the toilets and the kiosks that the city currently has. [ please stand by ]

. >> you would notice actually, we've hired 76 due to some more funding that we were able to identify. so that plus the h.s.a. quarter

workers that we were able to hire, we're at about 120, 125 that are out on the street right now. >> and that's for the corridor program, so not soma t.l. clean? >> soma t.l. clean is different. >> and those 125 are -- >> in the corridors. >> okay. thank you. >> supervisor fewer: okay. i actually have a couple of questions. it looks like illegal dumping. so are we finding people that are illegally dumping? i know this is big in supervisor walton's quite frankly. i see illegal dumping in my neighborhood. what are we sort of doing about that? >> so we are in the midst of implementing an illegal dumping

campaign, but we also investigate. as we find it, we look for identification where we can find it, and if we find who dumped it, we write a citation. >> chair fewer: and is that a fine? >> i'm sorry. >> is that citation a fine? >> yes. >> supervisor fewer: and how much is the fine? >> i believe it's $150. >> supervisor fewer: does recology work with you on this effort to find out what the perp -- who the perpetrators of illegal dumping are? >> yes, they do.

we investigate, they investigate, and sometimes we get lucky, and sometimes we don't. they're getting smart in that they don't leave any identification for us to go after. >> supervisor fewer: if i see illegal dumping, i get a photo of the person it was sent to, and send it to 311. but what i've heard is it is not individuals. it is people who haul junk. they just dump it in areas that are uninhabited, also. what is the success in finding these people? >> it's relatively low. we're actually working with supervisor walton in particular about some more additional legislation in order to beef up

the illegal dumping and the penalties that are associated with it. and then, we're going to be doing more with cameras since they appear to work. >> supervisor fewer: and i was going to ask you about your ambassador and your apprenticeship programs. are those part of your f.t.e. count? >> the 76 would be. >> supervisor fewer: i believe it's 79 community corridors. >> yes. >> supervisor fewer: so those 79 are part of your f.t.e. count? >> yes. >> supervisor fewer: and are they civil service? >> yes. >> supervisor fewer: so the 111

that you have in your apprenticeship program and your preapprenticeship program, how long is that program? >> it is three years. >> supervisor fewer: and is that designed to have people transition into permanent civil service positions? >> yes. >> supervisor fewer: and how successful are you in getting those people into permanent civil service positions. >> so we did a study in february and march of this year, and we actually have transitioned 184 people from the apprenticeship to the city. >> supervisor fewer: and how many do you have? >> we have three different apprenticeships, but the main is the 7501. >> supervisor fewer: and what

is the civil service -- >> general labor, 7514. >> supervisor fewer: do you work with civil service to have a pathway for these positions? >> so we've developed it internally within the department. the 9916 was a feeder into our laborer's apprenticeship program. >> supervisor fewer: and what is the pay for the program? >> it's minimum wage, $16, what are minimum wage is. >> supervisor fewer: and then, what is pay for the permanent position? >> it's around 25 --