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tv   Government Access Programming  SFGTV  June 23, 2019 9:00pm-10:01pm PDT

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trained outreach staff whose focus is delivering services, but dedicated to hsoc to we're not cannibalized our other programs. >> president yee: so i mean, it's hard because there are different departments involved. if there is any department that is actually using a lot of overtime to help staff this, raise your hand. not using overtime. just curious. any of the departments using a lot of overtime? just to help with the situation? p.d.? i'm sorry, who? who else? >> department of emergency management and police
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dispatchers. >> president yee: if we were to support this ask, would it mean that there is probably going to be reduction of overtime? i'm also looking where we can save money, too. >> supervisor from the police department's standpoint, we increased our staffing over the past 18 months to make adjustments. so we believe that with -- we would love to see the other departments support it. we went all in from the start. we didn't ask for additional funds for this budget. but to have the other departments supported would really get us closer to what this model envisioned anyway, which is to lead with services. recognizing all the challenges that supervisor mandelman and supervisor fewer and supervisor ronen brought up, we recognize and acknowledge that, but i
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think the where the police department is in a good position, the budget director said, last year we made a conscious effort with our infusion of officers to focus on staffing properly and that's what we did. so we feel like we're in a good position. i think we can manage the overtime. i think if this budget is supported, it will probably reduce the overtime, so we're very comfortable with that. >> president yee: okay. i really appreciate that the departments are willing to work together and coordinate. i mean it's something that probably all my colleagues have been asking for instead of working silos. so that is one point. and i think, also, i understand the cost and coordination of working non-profits, working and trying to get funding for
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non-profits for most my life. and it's always the government agencies that you know, you should really coordinate with these other non-profits. for instance, the beacon center. we'll give you more money, but not to coordinate. and i always had to fight that notion that it's actualliey cheaper to coordinate than not. i think when you coordinate, the results should be about who is receiving a product. our customers, our clients or the people you're trying to serve. and for them it should improve, but it doesn't mean that it's cheaper. i get that part. i'm glad -- it's too bad we waited so long, because one of the things that my colleagues have raised which makes it a little more difficult for these, yeah, this is what you should get, is that we have no data.
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but again, i understand when you're trying to cobble together a collaboration, coordination thing, with not necessarily any additional staff to do that, then there is going to be missing piece, which is data collection. so i don't know how to resolve that tension of wanting to support better coordination and providing what you're saying are the necessary steps. which i don't know what is necessary and how impactful that would be. so if you haven't collected, then what is the commitment to collect? and what would you collect to prove that this is actually effective? >> we are collecting 311 data and 911 data.
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and our ability to respond to those calls. i think the things, that already d.p.h. will provide that information to you, i'm sure, today, i don't know the exact number of individuals who are high-need individuals who received assistance as a result of hsoc. we are collecting data. the controller has been participating and been helpful in figuring out the data we should be collecting. they published a report about this that is on their website. i'm sure -- >> president yee: i appreciate that sort of quantitative data collection which is sort of one step, but i think supervisor ronen's point, you know, what i would like to see more of, a deeper dive into the data collection. what is the real impact besides i'm answering 311.
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do you have any thoughts on that? >> i do in addition to the information the controller is collecting, i think we need to be providing a lot more data on the high-needs individuals we're serving. the goal of hsoc is to better respond to 311 calls, to address long-term encampments and vehicle encampments and to serve high-needs individuals. i think one of the problems with our success and our data collection on the last goal is that hsoc runs 16 hours a day, 7 days a week. h.s.h. only has staff there 35 hours a week. d.p.h., probably less than that. the police and public works have a much bigger presence. and d.e.m. is there, but they can't have their staff on the floor. so when hsoc is open, there will
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be someone with a social services lens at the table. nobody at hsoc wants to see people who are struggling on the streets have to engage with law enforcement as their primary first responder, especially when it's something with a complex issue and needs assistance from a trained social worker. making sure that somebody is there, a social services is at hsoc all of the time is going to go a long way, not only letting us collect the data on the services provided, but ensuring that we're doing a better job supporting the people who are on the streets and needing our assistance, as well as the other departments who aren't necessarily trained for. it's not within their mission to be trying to develop relationships with individuals who are suffering from homelessness and perhaps other medical issues that are complicating their situations. again, our budget request is
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primarily to improve data collection and to ensure there is a social services first response that is actually happening at the hsoc site. >> president yee: a question about the two-year budget. it says 2 million and $2.5 million, is that correct? >> the overall request for hsoc i believe. >> president yee: i guess the question i have, if it's going to take time to ramp up and hire new positions, then why is it just $500,000 more the second year? or less for first year. >> our request is $.9 million the first year and then 1.1 the second year accounting for the time it's going to take for us to hire individuals. >> president yee: i'm looking at the whole -- it says budget investment. page 4 of the presentation.
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>> i believe, president yee, all of the positions that are added per our standard budgeting practice at .77, meaning they start after the first quarter of the year. and then the second year of the budget is a higher cost because it's a full year worth of supporting those s.t.e. >> president yee: so .77 of 2.5 is 2? >> that would be a quarter of it. so it's about a half million. so we don't budget one quart over the year. we budget three quarters of the year in the first year of the budget. and then so you -- for fte. >> president yee: yeah, it's actually 1.9. but $2 million here.
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in regards to the type of data that you want to collect, you're talking about as we're asking, is it possible to give us a report of exactly what data collection you would like to collect within three months? >> yes. we can definitely do that. i think -- where it gets complex, you know, hsoc's role is to help get -- around this particular issue we're talking about, is high needs clients is to get them into a place of safety. and once that happens, hsoc role is essentially done. we've done our job. we've gotten a person from the streets to the nav center or the stabilization bed. the outcomes are more dependent on the individual department. if someone ends up in the nav center, we need to be able to track that person through the
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nav center. >> president yee: that's okay. you don't have to justify. i think what i'm asking for is what are you collecting so in three months we can respond and say, this is not good enough or it's good enough? >> currently what we're collecting is, was that individual who we were trying to assist, did they make their way to a place of safety? were you able to get a person from the corner into a navigation center or into -- and really that's when hsoc does not need to continue collecting the data. our departments do and we can track people through the individual systems, but the goal of hsoc is to get the individuals who are desperately in need of assistance to a place of safety in a coordinated manner. we do have that information we can provide to you hopefully by the end of the day today. as far as additional data, you know for us, our outcome, is that person sheltered or housed?
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and did they get through the treatment program? we can provide you topline, you know, outcomes that were seeking to achieve, but it also depends on that individual and what their specific needs are. >> mr. controller. >> good morning. as a department that is often called to look over the shoulder of other departments and assess and comment on data collection, what is being counted, is it the right things, is it achieving results? just my perspective on some of the conversation here today, if we review where we were let's say 18 months ago, before this initiative started, the amount of key information being collected in a coordinated way and forms that are usable by operational staff, is dramatically improved, especially at that front end of the system. but really i think it's the focus of h sock.
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there is plans in place to put a metric in place and we can give you a sense of that as well. as the director said, i think hsock is a lot about the front doors of the system and coordination of initial response. but simply, my perspective on where performance management and measurement is in this function. >> president yee: okay. so i'll just summarize where i am with this. as i said, i like the fact that the departments are trying to work together and solve a
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problem. i don't know, it does take more resources to do that. and whether it's this amount or not, i'm not clear. the other piece is that if it's going to also free up some of the department staff that has been working on this to go back to the stuff that they need to work on, that's a positive for me. so the amount, i guess, you know there will be a debate for that. but in general, i'm appreciative that we're trying to coordinate rather than do everything in silos. >> thank you very much. director, i think you heard from this committee that we're looking for more data and certain data points. i also just wanted to frame sort of my conversation earlier, is i actually -- colleagues, i actually had this moment where i said, oh, my god, we just sort of gave a nod to $4 million
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worth of new ftes to hsoc and i haven't seen a metric on impact and what it's been doing and how well it's been operating and how many people are in hsoc. so i take this responsibility of actually allocating public dollars very seriously, because i know our public depends on us. i had a moment of panic that i didn't have enough data to support whether or not this initiative warrants another $4 million out of the budget. so i'm just going to say that i think that we called this hearing on a very late notice. it did not give you time to prepare, other departments to prepare with a full request for data as we do with other hearings. quite frankly, we have a lot of time, departments push back on us and say we can't get the
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data, can you make it two months in advance and you did not have that opportunity. i want to say for you coming today and for me to insinuate that you are unprepared and somehow that is your fault, i just want to also put the blame on us, that we called this hearing at short notice without ample time to give you a list of data points that we would have expected at a hearing like this. so having said that, colleagues, what i would like to do is work with this controller to actually look at metrics that we're looking at. this is a frustrating situation for all san franciscans, and especially for the director who works on it every day. i will say that i think we should probably have a separate hearing on this that actually can go into the knjoe nieuwendk
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that we don't have today. i think that the board is concerned. after we have a complete investment in, a financial investment, but then i also think that we've invested, you know, a lot of thought and time and i'm hoping that this investment actually, when we see the data, will show us that we're headed in the right direction and we're making a breakthrough. so having said that, i want to thank you for coming and we'll continue this conversation. we're not i think prepared today because of the lack of data to actually maybe change some things in the budget, but we'll have discussions about it. but i wanted to say thank you for coming. i think that what we've learned here is that there is much more that we need to know about the efficacy. and so we'll work with the controller's office to set up
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those metrics. but we do appreciate the coordination. we do appreciate that there are more departments looking at the same thing at the same time, versus all of us doing their own little thing. we're going to tackle this issue of homelessness, it takes a coordinated effort on behalf of all departments, and not saying that's not in my shop, that's not me. i feel like it's all our responsibility as it is all the responsibility of san franciscans, so thank you very much. >> thank you. >> i'd like to call up the police department to continue our budget conversation because i believe we have a proposal.
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>> okay. here we go. >> morning. >> good morning. >> morning, chair fewer. >> supervisor fewer: thank you so much for the collaboration after our conversation yesterday. >> thank you. and if i could take this opportunity to thank you personally, chair fewer, and all
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the members of the committee, supervisor mandelman, ronen, and president yee for working with us on this compromise. we really appreciate it. thank you. >> supervisor fewer: are you ready to present? >> yes. >> supervisor fewer: great. >> so i'll start with the larger issue with the overtime. we feel this compromise will support our efforts over the next six months while we continue to civilianize and get recruits from the academy. we'll have the funds to increase the neighborhood foot beats. we'll commit and continue to focus on our car break-in issue and continue to bring that down. for our transit hubs, we'll continue to work with community and their grant funds to help cover ours so we'll be okay
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there. and for the bar station, our foot beats will be able to cover civic center plaza, the transit stations, and that leaves ground on the ground we gained in making those areas safer. this allows us to continue to have and manage our mid market. so we really want to thank you all for working with us. this will continue -- will allow us to continue the momentum we've had over the last couple of years in reducing crime and engaging with our community. and more importantly, we stated how important the foot beat is to that initiative. this will allow us to do that. so we thank you very much. in terms of the union square ambassador program, we've reduced the funding request by half. so what we plan to do is roll this out and pilot this on peak hours and peak days.
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and we'll work with the mayor's office to address any concerns related to retired officers. that's the protocol. you do have our word and my word we'll manage that. i know there are concerns there. but it really is about putting the right people on board in this program and the spirit of what we're trying to do is really engage with the public, be there. be eyes and ears to address the issues that are really impacting that area. so we thank you for working with us on that as well. >> supervisor fewer: thank you. supervisor mandelman has a question. >> supervisor mandelman: i think there may be a document floating around that i don't think i have. >> supervisor fewer: i think they're presenting it on the slide, is that correct? >> yes. overhead. >> supervisor fewer: it looks like we might have to zoom out a little to see the whole thing.
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i'll go line by line. the original request for $1.2 million of foot beats becomes $776,000. the $367,000 for the housing development and bayview mission and central stations, we're asking to keep that. $800,000 for neighborhoods, we're reducing that by half. the $200,000 for the health streets team that was for the conventions and the major events. we've eliminated that. and the transit, the $400,000 for transit, tourist high season areas, foot beats and car break-ins, we reduced that to 1500. we'll continue to focus on car break-ins, but also leverage our
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relationships with muni. and take advantage of hopefully grant funds to shore that up as well. $500,000 for mid market and civic center foot beats. we've reduced that to half, down to 3,000 hours. so in total, 28,000 hours has been reduced to 14,000 hours. and again, we feel that over the next six months, as we continue to civilianize and get recruits from the academy, we'll be able to make the adjustment to keep that momentum going at the end of the next fiscal year. >> supervisor fewer: comments? questions? >> supervisor mandelman: so i want to thank you, chair fewer, for your willingness to entertain further discussion after the hearing yesterday. i do have -- i think this seems like a sort of reasonable
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compromise. i do think it doesn't address the issue that was raised yesterday by the b.l.a. of what is happening with these recommendations around better managing overtime within the department. and to i think to move forward with -- this is still a significant increase in overtime. and i think it's reasonable for us to expect, given -- i'm not even sure my colleagues are willing to move forward with this, but if they are, i think we should expect to hear back at some point before the next budget around what happened with the june 2018 recommendations? which ones specifically is the department in agreement with? and what is the plan and timeline for implementing them? and i don't know if it would be reasonable to put -- there is already a large amount of
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overtime in the budget. you're not going to be drawing this down presume ply for a while. so i think it might be putting this on reserve funtil we see that. >> as mr. rose pointed out yesterday, we did agree to the recommendations and we can definitely come back to the board with progress report. i brought this up yesterday. even in the b.l.a.'s report, some of those protocols that are in place, they were specifically recommending that we have policies to support the protocols, so we definitely can do that. we've agreed to do that. so we're perfectly, it's a fair ask, and we're perfectly willing and we're able to come back to the board with a progress report. tangible progress report on the issues. and i think there are comments as well. >> i just wanted to comment on the verve, the impact --
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reserve. the impact if this was put on reserve. we wouldn't do these services. so we don't just have a big pot of money and spend. we actually have allocations, we have event codes. so if we say we're going to do neighborhood car break-ins, 15,000 hours -- 1500 hours, we'll be working with the captain district stations to identify where to prioritize and how to allocate that and there will be event code. >> supervisor mandelman: how do you allocate the other $18 million of overtime? >> i mean, i had a slide up yesterday, but for like arrest and investigation, each district station has an allocation based on a five-year trend. so every two weeks it shows how much they've spent on their annual allocation. >> miss welch, i'm sorry, we saw
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from the staffing report that the b.l.a. did, you're setting trends on the trends of the previous year when our own staffing report shows that your arrests are down and your overtime is up 76%. so that's the data you're using to actually set the time? i kind of think that -- okay, sorry, i don't want to question your management, but -- a performance audit shows us that arrests are down 30%, overtime is up 76% and you're using this data, the same data to actually set the allotment of time? >> so, supervisor -- >> supervisor fewer: how does that interrupt the cycle of lower arrests, but 76 increase
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in overtime? i mean -- maybe i'm hearing it wrong. >> so from a higher level perspective, the trending is so we can set up budget. and something we've done, at least since i've been here, is every station, every unit has an allocated budget, so they use historical data to try to predict how much overtime will be spent this current year. that's a management tool that we use. that is a practice that you have to base your usage on some type of data. but to your point, in terms of the arrest versus the amount of time spent on overtime, it was brought up yesterday, but there are some differences over the last few years in terms of what is required in an arrest report. the review of the body camera reviews. the requirement, the dagg data, the tagging of the videos, those
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things do take time. we're trying to take a handle on how much time that takes. and that's why our staffing in the unit, with the coding and the event codes, and when officers have the station writing report trying to get a better handle on quantifying those times, the administrative time, which we know over the last few years, it has grown because of statutory demands, laws and changes in policy, but we're trying to quantify that. so moving forward, part of what the b.l.a. was recommending was that we put systems in place. tighter management controls. approvals in writing. those type of things to help manage our overtime better. we agree with that. we think it's the right thing to do. and we welcome reporting our progress back to this -- >> supervisor mandelman: how long would it take you to come back to this board with your plan or implementation of
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recommendations? >> we can be back here probably within three months with the plan and then be back with the follow-up after that to see how the plan is working. these things aren't -- recommendations were in writing and some of them, as i stated, are already happening. so three months. >> supervisor mandelman: my desire is not to make your -- the work of the people that have to keep track of your funds more difficult, but i do think that we must see what the implement -- because i think, the statistics that we heard yesterday around the number of your officers who are getting two-thirds of their compensation from overtime, which diedra is saying, no, she doesn't believe this is true, but there was -- what were the statistics? you don't remember? okay. i think we were troubled. and i would like to see, at the very least, you know, a report
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back in three months on what the plan for implementation of those recommendations is. >> supervisor stefani: thank you, chair fewer. first of all, thank you for working out a compromise with our budget and legislative analyst office. looks like we're reducing this by half and i think that is a good compromise, although i feel the need is out there to do more. but thank you again for working on that. i want to ask a question to follow up on what supervisor mandelman asked. my fear is that putting any of this money on reserve would prevent or hamper the deployment of foot beats in our neighborhood immediately. so i would like to ask you, would putting that money on reserve right now hamper the deployment of foot beats into our neighborhoods right now? >> it would. i mean, the timing of this, the structure of what we're trying to do is have those funds
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available beginning in the new fiscal year. the back end of the fiscal year is when the recruits would come online, would add more people to the field. so immediately it would. >> i want to validate the concerns about the o.t. and the rest of the committee's concerns, but my feeling is, if you can get us report in three months about that -- and i know we have a huge -- a larger staffing study being done that should be out in the fall that i think will also speak to this, but for me, i'm adamantly putting this on -- this compromise money on reserve at this point, because i believe we won't have the support that we need, the foot beats in the neighborhood. so thank you, again. >> thank you. >> so i see that we have a proposal in front of us. and i want to appreciate the
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fact that we are -- we've come to sort of an agreement. and thank you, chief. so we're also looking at cutting the union square budget by half, right? okay. do we need a report from the b.l.a.? >> madame chair, i just wanted to confirm the numbers? >> supervisor fewer: sure. >> so in our recommendations that we presented yesterday, recommendation number 1 in the police department was for the overtime. total recommended reductions of $2,368,201. my understanding is that reduction would be reduced by $1 million, so it's now $1,368,201 reduction, which is slightly more than half of the proposed reduction we presented
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yesterday. and then recommendation number 7 was for the security and union square. and my understanding is that reduction would be cut down the middle, so that would be reduced to $113,000. so the original total recommendations for fiscal year 2019-20, they were all general fund one-time reductions. were $3,118,201. that would be reduced by $1 million to $2,118,201. and then the union square recommendation, number 7, was a policy recommendation. our total policy recommendations presented yesterday for fiscal
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year 2019-20 were $1,687,081. if that's reduced by $313,000, the new total policy recommendations would be 1,374, $181. and all of these adjustments would not have impact on the recommendations for the second budget year, fiscal year, 2020-21. for regular recommendations, we did not have any recommendations for the second year. but for policy recommendations, those are not going to impacted by this. >> supervisor fewer: thank you very much. any questions on the numbers at all? so, chief, i want to go back to something that ms. welch said. she said if we put this in reserve, this wouldn't happen. so the car break-in units.
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i just want to reassure our listening public, and people in the audience, that even if you didn't have this overtime budget, that you would still address the issue of car break-ins, is that correct, chief? >> that is correct. >> supervisor fewer: so i just think that statement was incorrect. because it is not to say that if you don't get this overtime, you will not address car break-ins. or you will not do foot beats. this is saying actually, that this extra money allows you to actually implement more staff to these areas in excess of their regular 10-hour or 40-hour work week. i know there is a shift change. is that correct? >> that's correct. >> supervisor fewer: thank you very much. and i also just want to say that even though this is the money
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that is for foot beat, you, yourself, said, in times of emergency, in times of -- these are not guaranteed. that you will need to pull staff sometimes off of these areas in order to meet the public safety needs of san francisco, is that correct? >> that is correct. >> supervisor fewer: okay. thank you. so do we have consensus? no, i don't think -- there was a suggestion to put in reserve, but i think we're not going to put it in reserve. okay. great. so we have consensus, supervisor ronen. we're good. okay. mr. controller, will you please note, it is the intention of this committee to accept the recommendations for this department and this agreement between these two departments. and our heart felt thanks to our b.l.a. on all this hard work they've done and also to our
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police department for coming to this agreement to serve the people of san francisco. thank you very much. >> thank you, chair fewer. >> supervisor fewer: colleagues, we'll take a break. we're going to take -- hold on one second! can you let me continue what i'm going to say, michael? please? we're going to take a break to 2:00. however, i would like to have public comment right now. is there any members of the public that would like to comment, i would invite them to comment please and we'll recess after public comment. and, michael, i want to make it very clear -- michael, hon, i want to make it clear, there will not be another public comment after this, so i don't want you to have to wait, so i wanted to say this is the time for public comment now. and we're not going to have another public comment. >> [interjections]
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>> supervisor fewer: i'm going to reset your time. >> i'm talking about when i first -- that you got 30 seconds left. you cut me off and shortchanged me there. and then about you letting other speakers let -- >> supervisor fewer: michael -- michael, sorry apologies. public comment is starting now. everyone has two minutes. mr. wong, will you make sure that mr. wright has everything set up before we start his time. we'll not have another public comment session. we're going to do it now. mr. wright, would you please give us public testimony. >> all right, now, if she made a $4 million mistake, you still got time to correct it. okay. that's number one. the second thing, dan, b.l.a., i want to survey of the salary increases that the board of supervisors got. they got $150,000 more than what
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they're making now. okay? i want survey and impact report on that. give you a test of your own goddamn medicine so you now how it feels. now, s.f. viewer, and also this guy here, from city college, mark roca. he lied. he said he was $11.5 million in debt, further review, the truth of the matter is, he's $32 million in debt by city council free. it was jane kim's idea. make her pay for it. and him talking about making this work, students going to school for free and it's a good program, let's have a chancellor, let's have him work for free, instead of paying him $250,000, $300 thousand a year and the students going to school for free, let him work for free. i want to tell you about this $12 million that you have in the
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budget. everybody going around here acting like you got something to do with that. you got nothing to do with that. you had $88.2 million negative tax when mayor lee died. and you have that negative cash flow when you took over. you ain't got nothing to do with that money. none of you. you got that? he wanted you to cut back on all your departments. and the people that are homeless, you can't serve them with the kind of system you got. if you keep doing like you're doing, you're doing the same damn thing over and over and over again. there is nowhere to go. there is no shelters. >> supervisor fewer: thank you, mr. wright. next speaker, please. i'd like to know that you are closely monitoring child
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development spending for example. from what i understand, there are 400 children being supported in 12 centers and 32 children in nonfamily child care homes, baby sitting services essentially for 3-month-old babies, to 3-5-year-old children depending on the site. there are 102 children and 8 pregnant mothers in home-based programs. there are 48 weekly, 90 minute support visits from what i've read. i have a total of 532 kids here. and 8 pregnant females. i'm looking at a $24 million budget last year. and as of last week's budget proposal, it looks like there was $11 million and something else for an additional $32 million i believe for the same program.
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at any rate, i understand they provide a meal program serving tens of thousands of infants and toddlers. essentially a food program. i understand they have a childhood -- or child care provider support services department which is a mouthful. do you have access to their disbursement journals? apparently providers are welcome into the program as well as the child care provided is less than 24 hours a day, 23 care -- [bell ringing] -- 20 hour child care in a private home would seem to be acceptable with a program that doesn't child care facilities share public space with the ymca. provides record 60 kids. it's the largest of the child development centers. i'm not sure if there are 17 or 12 centers located at a church, city college, the cadillac motel, the boys and girls
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club -- [bell ringing]. >> supervisor fewer: thank you very much. next speaker, please. >> hi, my name is brian edwards. i live in district 5 and when i can i serve with the coalition. i nearly broke my toe going across town say when i heard hsoc, there was going to be a presentation on it. i'm disappointed it's not commander lazar, since that is who runs and architects hsoc. that being said, you dance with who is here so i have to respond to what is said. hsoc is 17 or 18 months old. and we're still talking about what we need to do with lead with services. that's a really, really flawed system. and so the idea that we're just going to dump more and more money into what is criminalizing homelessness and actually penalizing us when we go for hud money, it takes away points for us when we criminalize homelessness.
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he said that two nights ago that the shelter system was closed down by 5:27. at 8:00 that night, they were doing sweeps in front of st. anthony's. there is a disconnect. this coordinated response to homelessness is not very coordinated. and it's being led by the policemen and the waste disposal people. that's not a good system. not a good system at all. these new positions created for hsoc, it's not like they're returning one for one, people back to hot team. now we're creating two different tiers of outreach workers. my guess is that is because there are people that would love to work for hud that don't want to work for hsoc. it's a flawed system, we're 18 months into it and we're still trying to figure out how to lead with services. there are no services, there are no resources. thank you. >> hello, my name is armando,
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i'm with the coalition on homelessness. i would echo the comments made by brian. i was going to say the same. it's clear that hsoc answers to the police commission. if you were to ask them, that's where the authority for them goes. and what we're doing by funding these positions at hsoc is dedicating money to not resolving or alleviating homelessness, but growing that system. [please stand by] [please stand by]
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people on the street hate hsoc, because they know this is what's facilitating sweeps. instead of every week or two weeks they are getting hits, it's literally every day they are getting hit by sweeps, okay, that's what this is. the money needs to be going into hsh for actual resources, not for this. it's not like keep it down with the overtime, just be sure to offer it for everyone. yeah, dpw overtime. the people with the narcan, hiv medication, where people are overdosing and dying, okay, this is a major issue. the -- let me see. oh, also, it's making our neighborhoods less safe, okay, i
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had folks in my neighborhood i'd known for years and protecting a disabled senior who i live with and now they are swept out and he's been targeted and three times he's been assaulted recently when he's had folks there for years protecting -- >> supervisor fewer: public that would like to speak on items one and two? seeing none, public comment is now closed. we'll recess now until 2:00, and reconvene then. thank you very much. >> okay we are convening. the meeting of the budget and finance committee and we will now go on to item number 3. i want to make a motion to continue item number 3 until
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next wednesday which is i'm make a motion to continue item number 3 until next wednesday june 26. now we're hear and that was
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general. >> glad everybody's alert. we'll hear from kelly kirkpatrick on the mayor's college estimate. >> we submitted to you for your consideration a round of technical adjustments to the mayor's proposed budget with adjustments for salary benefits and mlus with the city's labor union and the recently negotiated nurse mou terms and other technical corrections including position entry corrections, moving expenditures and position authority between departmental divisions an updated revenue transfers to reflect corresponding expenditures, correcting one-time expenditures into the appropriate locations. lots of corrections. and additionally, accurately reflecting state revenues in the human services agency and authority to reflect
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programmatic costs. the technical adjustments result in general fund costs totalling about $2.3 million. it will be funded from the technical adjustment reserve. you both have hard copies and they've been submitted to you by e-mail. i would request the committee accept the amendments and i'm happy to answer any questions you may have. >> any questions for the budget director? seeing none, thank you very much. i'd like to make a motion to continue this meeting with no other items before us. >> madame chair, can you please continue item numbers 4 and 5 to monday's special budget committee meeting. >> yes, please. >> what's going on? >> before you do it would be appropriate to make a motion and adopt the mayor's technical adjustments.
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>> commissioner: good idea. i make a motion to accept the mayor's technical adjustments. thank you very much. i can take that without objection. done. okay, then i'd like to continue this meeting -- >> items 4 and 5. >> commissioner: absolutely correct. >> second. >> commissioner: great. done. now, i think any other items for us today? >> no other items. >> we are adjourned. thank you very much.
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>> they tend to come up here and drive right up to the vehicle and in and out of their car and into the victim's vehicle, i would say from 10-15 seconds is all it takes to break into a car and they're gone. yeah, we get a lot of break-ins in the area. we try to -- >> i just want to say goodbye. thank you. >> sometimes that's all it takes. >> i never leave anything in my car. >> we let them know there's been a lot of vehicle break-ins in this area specifically, they target this area, rental cars or
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vehicles with visible items. >> this is just warning about vehicle break-ins. take a look at it. >> if we can get them to take it with them, take it out of the cars, it helps. >> i lived in the mission neighborhood for seven years and before that the excel see your district. 20 years a resident of the city and county of san francisco. i am the executive director of a local art space nonprofit that showcases work that relate to the latino community and i have
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been in this building for seven years and some of my neighbors have been here 30 year. we were notified from the landlord he was going to sell the building. when we realized it was happening it was no longer a thought for the landlord and i sort of had a moment of panic. i heard about the small sites program through my work with the mission economic agency and at met with folks from the mayor's housing program because they wanted to utilize the program. we are dealing with families with different needs and capacities. conversations were had early in the morning because that is the only time that all the tenants were in the building and finally when we realized that meda did have the resources to buy the
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building we went on a letter writing campaign to the landlord and said to him we understand you want to sell your building, we understand what you are asking for and you are entitled to it, it's your land, but please work with us. what i love about ber nell height it represents the diversity that made me fall in love with san francisco. we have a lot of mom and pop shops and you can get all your resources within walking distance. my favorite air area of my homes my little small patio where i can start my morning and have my coffee an is a sweet spot for me and i
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>> this unique neighborhood, we noemie know miguel's over there shaking his head like, yeah. [laughter] we know there is something special about the city and something special about the neighborhoods and to have everything to do with the people who are part of these amazing neighborhoods. and i'm just really excited about some of the other things that we've done and more of what we will do to make sure that we