>> this meeting will come to order. this is the march 24, 2021 budget and appropriations

committee meeting i'm matt haney joined by supervisors walton and ronen and mar. i want to thank sf gov tv for broadcasting this. are there any notifications. >> public comment will be available on each item on the agenda. each speaker will be allowed two minutes to speak. comments or opportunities to speak during public comment

period are available during phone call by calling 1-415-655-0001 meeting i.d. 187 606 0436 then press pound twice. when connected you'll hear the meeting discussions but will be muted and in listening mode only and when your item of interest comes up press star 3 and call from a quiet location and speak clearly and slowly and you can make public comment by e-mailing myself to the budget and appropriations committee clerk at my e-mail. if you submit public comment ia e-mail it will be included as part of the official file and forwarded to the supervisors. mr. chair, that concludes my announcement. >> supervisor: thank you, madame clerk. >> clerk: item 1 is hearing on

the financial condition and other issues. members of the public wishing to make a comment dial 1-415-655-0001 and conference number 187 606 0436 and please wait until the system indicates you have been unmuted and you may begin your comments. >> supervisor: thank you, madame clerk. i'll make a motion to continue the item to the call of the chair. before that, are there any members of the public who wish to speak on the item. >> clerk: we're checking to see if there's callers in the queue. members of the public who wish to provide public comment on item 1 press star 3 now to be added to the queue. for those on hold wait until the system indicates have been unmuted. there are no callers in the queue. >> supervisor: public comment is now closed. i want to make a motion to

continue item 1 to the call of the chair. is there a second? >> second, safai. >> supervisor: seconded by safai. madame chair, roll call, please. [roll call] . there are five ayes. >> supervisor: this will be continued to the call of the chair. madame chair called item 2. >> clerk: overview of the department of view of children

and youth and their families. members of the public who wish to make public comment dialing 1-415-655-0001 meeting i.d. 187 606 0436 and press pound twice if you have not already gun -- done so and press star 3 to indicate you wish to speak and wait until the system indicates you have been unmuted to begin your comments. >> supervisor: thank you. we have department of children, youth and families here with us to present on behalf of the department. >> thank you. director sue is on her way. there's internet issues so if it's already with you i'll go ahead and start presenting. >> actually, i'm hear.

-- i'm here. as typical running from meeting to meeting. actually, denise, if you have the slides, can you help me operate this? >> absolutely. let me know when you see it. >> great. i see it. so you this, chair heaney -- haney and members of the board for calling the hearing. our budget. this is prioritizing programs that demonstrate outcomes and

centered around equity which is everything that dcyf is all about and committed to. implementing programs to support our most vulnerable people in our city including homeless and mental health needs of individuals. and then of course continuing to respond to covid, which i will share with you what it is we're doing. so i wanted to share big picture and then hone in on the dcyf component and the budget. so you can see here, dcyf total budget includes our school district public education and enrichment fund of $90.5 million. it also includes the free city college allocation of $16.4 million. but the real bulk of dollars

dyyf can operate is $166 million and a further breakdown is we have around $111 million, 67% of our budget made of the children and youth fund and then around 28% of our budget, $47 million made up of general fund and the remaining 5% of our budget is made up of federal and state grants. i apologize at how busy the slide is but i wanted to dive deeper in the operations of dcyf. again, the general operating dollars does not include the public education and enrichment

fund and free city college funds. this is truly talking about the $166 million. so on the revenue side, you will see that the property tax which directly feeds into the children and youth fund remains relatively flat for fiscal year '21-'22 and grows in '22-'23. please know we have not included mid year adjustments in the numbers. i want to call out the federal and state grants you see here with that slight bump in fiscal '21-'22 goes to a crime prevention acts fund allocated to us to support and address young people during times of covid.

then on the expensive side, we made the commitment to not cut budgets to our non-profit agencies. but we had to in order to meet our general fund obligation. we made some cuts to our non-personnel services contracts and this includes technical assistants and vaccine evaluation dollars -- evaluation dollars. wire continuing to support our non-profit agencies. the change you see from fiscal year '20-'21 to '21-'22 the

one-time dollars we received to address covid will now be dropping out. that includes one-time dollars from the juvenile probation department. thank you to chief miller's leadership he was able to allocate funds to us to help mitigate our budget requirements. and this is led by supervisor ronen allocated to us to address some of those covid expenses. we built this through the lens of equity. we know this public comment is closed has devastated the physical, mental and economic

health of our communities of color. and strain the latinex, low-income, english language learners and children and youth and others and they've born the brunt of the public comment is closed from their struggles with connecting to education and socialization and mental health issues i want to emphasize we prioritize our cbos budget to keep them whole. particularly our black-led and black-serving agencies. during the beginning of this public comment is closed we, like other departments, implemented the continuity of payments to cbos so we could ensure our cbo partners had the resources they needed to provide

the emergency child and youth care programs to support with food as well as essential material distribution to children and families. then of course providing wellness checks to children and families. and making sure our families are seen and heard and we have our community hub initiatives to support families who need in-person care for their children. and in building our equity action plan. i want to share more about our

community hubs initiative. since the start of the initiative in september, i want to emphasize none of our hub sites has experienced a covid-19 outbreak. and we have received reports from our hub providers that students are doing extremely well. many students are making the honor roll for the first time in a long time. and people are receiving the care they desperately need. we conducted surveys with families who enrolled in our hub and all said the hubs have provided a crucial support for their families as they try to go

back to work and restore normalcy in their lives. and to evaluate the hub and safety protocol and ucsf has found because our cbo providers are adding her to the requirements of department of public health that directly contributes to why we haven't seen an outbreak en our hub. it speaks to the power of our cbo providers and of the partnership that we have with rec and park and the libraries and of course our cbos and families. i want to emphasize dcyf does all our grant making through a competitive and public process

through our request for proposal. what this means is people interested in running programs and get funding through our department have to go through a public process to apply for that and the requirement for that is they have to provide us with data and dcyf works closely with non-profit agencies to make sure we monitor the data and work with them to figure out the best way to gather data that tells the real story of what's happening. we know that numbers alone didn't tell the complexity of the work that our cbos are doing with our children. but we are measuring performance of our cbo providers and doing assessment of the quality of care cbos are providing to children and families.

and we provide regular reporting of that. actually, this morning we just released our cbo performance data that's broken out by districts. so anyone in the public who wants to know about how is this particular cbo performing along the lines of the measures that we are holding them accountable to, you can good on our website and can look that up. so we want to make sure that families feel comfortable and confident that when they come into a program that dcyf is supporting they know the program is being monitored and that we are working closely to make sure that services are of highest quality. part of quality also requires us to provide supports to our non-profit agencies. and we do that by providing

technical assistance and capacity building supports for them and after that we do our evaluation and so we have

ago to [technical difficulties] with maintaining that emotional well being and march 10, mayor breed and superintendent mathews jointly announced an initiative called summer together. this initiative brings together all of our key children serving partners to the table to ensure that we provide services for transitional kindergarten to 12th grade students and we have to take time during the summer to build back all of our

children to support them in getting on target to learning and being prepared to ga back into the classroom in the fall. summer together aims to help sfusd students who have been impacted by learning loss and social isolation and we're going to engage them in fun academiccally -- academically integrated programs with sfusd and rec and park and other non-profit organizations we'll be offering a cornucopia of programs and

[technical difficulties] it's going to take a lot of time

and effort and it's all hands on deck. someone said to me for the earthquake i forgot one year now the big earthquake took a couple seconds but took years to rebuild and recover from the earthquake and this is somewhat the same and we need to come together to figure out how to support our children and families and not only mitigate what happened last year and to build further into look forward. we'll be working together on summer together to make sure our children and families have access to opportunities to help them. then under supervisor ronen's leadership and supervisor melgar's leadership we have sf

rides which doubles down on providing supports for children and families to mitigate learning loss and help families and children to see we're coming together to support families and make sure families have about what they need to be successful and dcyf still has to do our community needs assessment which hopefully we'll have completed by fiscal year '21-'22 and then issue another round of rfps to start the face-off-year cycle again -- start the five-year cycle again. this is my last slide. in closing, i want to thank the board, of course, and the mayor's budget office and the

budget director has helped us tremendously in getting all of our numbers and making sure we submit our budget on time and then i want to thank and acknowledge the whole dcyf budget and finance team led by our amazing cfo. with that i conclude my presentation and now can see you all again. i am open for questions. >> supervisor: great. i see supervisor ronen. >> thank you, chair haney. i can hardly wipe the smile off my face. i want to start off again by thanking you, director and all the dcyf staff and park and rec staff that made this possible. it's extraordinary what you've

accomplished. it's literally hard to wipe the style smile off my face at a time when families are struggling worse than we ever have been and a hundred times over families that are lower income, you just fought tooth and nail and in record time opened 84 hubs. i read the surveys of families and how appreciate and happy they were. i was teerg up the whole -- tearing up the whole time reading them. they're so touching. to hear the reports and hear not one covid outbreak happened and i visited probably six or seven hubs at this point and the staff at the hubs and nonprofits didn't hesitate to take up this challenge at the scariest time.

all around, the work is extraordinary and the kids i saw being served were so happy and the staff were so loving. i'm so glad that this model is being studied and glad ucsf is studying how the hubs managed to prevent a single outbreak. going into every hub with such a rigorous process, i see why there was no outbreaks. it was pretty impressive to see the safety measures put in place and i can go on all day glowing about dcyf and this effort but i'll stop there. i have a couple questions about the budget no surprise having to do with rise because we're partnering on this initiative and i'm very excited to after

summer together to start on rise and putting the fund-raising agreements into place. how will it be staffed. seeing the funds go up and down is something i want to pay attention to during the budget process because i believe dcyf leadership and participation will be essential to its success. i want to make sure it's adequately staffed to carry this crucial program and heavy lift and grand vision that we have

going forward. if you can talk about your staffing and i am talking about the relatively little staffing or part of your budget that goes to dcyf and not contracted out to other entities. >> we need to do it now and well and i quote you every time i talk to around just we need to have a can do attitude. we have a small department, by the way, we are a little shy of 60 fdes.

but i have to say our impact is huge. and that's because we have phenomenal people working for us and we have not asked for additional staffing support. i literally was just planning on moving from existing staff around to provide the support and there may be a need for additional staffing.

aand a want to be on the record and going forward before the mayor presents us with the budget this is a major top priority for me. i want to see adequate staffing in dcyf to be able to lead this initiative to be the success we know and want it to be. i hope you're taking notes ashley. i'll want to discuss this more between the hearing with you, director and you, ashley and the mayor's office so we can hopefully include that in the budget that's coming to the board. but again, just really appreciate everything you've done throughout this crisis. the way dcyf has support from the mayor and from all the

nonprofits in the city and the park is a model for all of us. i'm so excited to keep it going post public comment is closed -- post pandemic which we can see in our future. thank you so much. >> thank you, chair haney. i'd echo supervisor's ronen's appreciation for all the incredible work and the community hubs initiative and the summer together initiative. those are among the most important efforts by the city to

support children and family and youth during this time and for the summer program for high school students that will provide paid internships and city college class credits for up to 800 high school students this summer. it's such incredibly needed support for students who haven't received enough attention and resources and support over the past year. more looking ahead instead of the two-year budget, how the needs of teenagers and fit into the priorities and one example is the workforce education recovery fund is one important program. we created the fund last year as

a way to facilitate investments in city college to expand career and technical education classes, social justice classes and student support services to support students in the economic recovery and if they were able to allocate given the budget deficit last year, $200,000 of seed funding for the fall and city college is facing tremendous budgetary challenges and looking at possible and major cutbacks to these important classes and programs

at a time when they're most needed in our city as part of our economic recovery. now that we have the recovery fund created we have a pilot program kicking off this summer in the fall. this is something many of us would feel like it's important to make an investment in the workforce education recovery fund looking ahead. >> we need to think of it as a preschool, tk to 24 system this public comment is closed has shown the power of us coming together and working together produces amazing things.

when you work together you make the dream come true and that's true because we were able to make the community hubs work. we had three days four days or something to create the infrastructure through the program. in terms of worth and providing support for our traditional aged youth, i think what supervisor mar used exceeding or expanding the early college initiative of the school district and helping it build infrastructure with the city college is the right pathway. if we really think about how do we identify hiring young people in high school that would need the additional support to continue to city college to then find a sustainable job that

really helps them stay in our city but primarily give back to the city that has supported them. i do think that is a big project that i look forward to working wedge you on as we move through this year. the work is embedded in our community needs assessment and services allocation plan project. and there's highlighted populations within our system we are going to have to think through in terms of how do we support them to make the transition from being a young person into a young adult. and it's not just, oh, great your 18 now or 24.

it's about being a self sufficient young adult. that requires a pathway to an education or job. those will tough and complicated systems we have to work through and i look forward to working with you this year on that. >> thank you, director. i look forward to working with you and strengthening the pathways from high school to city college and ensuring city college is able to provide courses and programs that are needed during the economic recovery and i think in your budget presentation you showed the free city college investment and program which is great i think $16.4 million in the

coming year. that's covering the situation and for the students but we do have to make sure the classes and programs are available for them to take advantage of that. thank you, look forward to working with you on it. >> i think your office has done god's work during this past year. part of the success is you have a lean staff. you don't have multiple layers of bureaucracy and a tremendous number of staff and staff and staff. it doesn't mean you don't need additional resources. i'm saying i appreciate the leanness in your department in

dealing with the public comment is closed -- pandemic. it's been tremendous. the work we want to do to build off the success of the community hub models is good. i appreciate what you've put together in a short amount of time but would like to see the thinking around expanding that and building off of that.

and it would be good to look at and that may lead to things to happen in the rise initiative and you may get additional support from foundations. that's a phenomenal model. how many children do you anticipate serving and can you get more detail? that's something i'd be interesting in hearing about we'll be finalizing the vote for the additional monies coming up to couple with the money you were able to go out and get with the foundation i want more

specificity and extending the good work that's been done to combat the learning loss. the learning loss is at least a couple years worth of makeup. -- make up. how do you come up with designs for the longer term initiatives versus the immediate need of learning loss with staffing and priorities with such a lean department. >> i appreciate your leadership. i feel when i need support i can call you and vice versa. first, i firmly believe in creating initiatives that makes the system better.

it's about systems coordination and i personally believe that's the job of government and we can [multiple chatter] >> someone should mute their mic. >> usually it's you. >> four -- our families have so many things on their mind that just find program for their children should not be complicated. in my mind and we should

coordinate where every door is the right one for the family and they would have access and the family comes through the school district or the department of public health store. i 100% agree with you supervisor safai we need the coordination and systems that live beyond what we're experiencing now and frankly we should not be wasting a pandemic. we've learned through this pandemic that coming together is possible and we've got the ground work for that. i agree, we'll build on that, on top of that. i think the legislation of sf rise will help solidify that as we move forward because sf rise is creating that big table so everyone can come together and have those conversations. in terms of summer together,

we're still on track. it takes -- once again, it takes a lot of work to move systems so we're all aligned. so the systems we're trying to bring together, the recs and park systems and non-profits and districts, we're all marshalling forward and towards the singular goal of ensuring our public school children have access to summer programming. what we have shared is we hope to have enough resources to serve at a minimum 20 million children in summer in in-person care and not just a summer camp or program. we're having very intentional with the 20,000 slots because we want to bring insertfide -- in

certified teachers to catch them up for those who need the english and math support because they're professionals. we're on track to doing that. so we hope to come back in april and have more. >> supervisor: all provide how the program will look and how to be rolled out city wide and what we're anticipating in each district for the kids we serve. okay, great. >> i look forward to sharing that because we'll have to share it wisely so all families know they have the opportunity and they'll be able to go to summer

camp. >> some things we spoke about already has been off the record and you've been allowing my office staff input and working with a lot of our offices. i appreciate that and just wanted that on the record and make sure you know we're here to continue to work with you in partnership. thank you, mr. chair. i don't have any other questions. >> supervisor: thank you, chair haney. always good to see the director. thank you so much. first, obviously thank you for all the work the department has done to address opportunities for our students with the absence of in-person learning. it's important to highlight that and wanted to note dcyf does more than just learning hubs and

has been a vital part of our system of care and opportunities for youth and families for decade. whether it's after school program org -- programming or family support or all the academic support provided for years it's important to highlight that and let people know in fact even prior to the pandemic, dcyf has not been a stranger to address summer learning loss for students and supporting summer school work. and address gaps in learning and not just summer school population but thank you for stepping up and letting you know we'll continue to make sure as a board we're working to support the work and working together on policies to enhance the work and look forward to what's forthcoming this summer.

i don't have questions right now but appreciate all the great work your office is doing right now. thank you. >> supervisor: it's been a love fest. i should ask some questions. i know your staff has stepped up and filled the gaps that existed for children and families with as has been said many times the closure of our inperson learning. looking towards '21 and '22 and the covid response and what was

addressed in your presentation but wonder if you might address it explicitly, how you're thinking about prioritizing resources for equity. i know that you did mention how did you as a leader in this critical time think of equity in aboro broad way. and how it target those with children and family most impacted during the pandemic. >> thank you. that's the key question for our department as we think about the next two years of our work. through the experiences so far i

can say our relationship with the school district has deepened further and working with the school district to understand their high need children and young adults and trying to build programs and systems looks seamless inside a school and imagine not being able to tell the difference between a teacher and cbo provider and every person is a caring adult for that student. that's a beautiful vision to have. and we as a city can get there. we can get there where every single school has resources where caring adults are there to provide what the youth needs. academic support via tutoring or mental health support and that's

what i want to work on for the full elementary and middle and high school not just a couple age cohorts. how do we empower the people who know the community to serve the community. what i've learned with me fitting in the plaza on the upper floor i don't know what's going on the ground and we need to lift our cbos experience to empower them to help co-create programs that meet the needs of our community. and we talked about grants with more flexibility inside it so cbos can really own that power

of community engagement and own the power. and we talked about strengthening our capacity building and technical knowledge to integrate math and reading and all the other things with the things they do really well like culturally competent programming and culturally competent youth engagement. those are all the things we're trying to grapple with and how do we do it? inside the structure of city government because we still at the end of the day have to still report to the board of supervisors. we still have to make sure there's data available and still measuring performance of our cbos. but we might think of a new way of doing that and a new way of

sharing quality of programs and i look forward to the next two years of work. i look forward to working with everyone here because i know all of you care about the same thing. i guess stay tuned. i look forward to working with you. >> we're moving forward in the plans and the ways to be supportive. i think we all see a really elevated role for your department and for you and your leadership and your staff and obviously for cbos and the infrastructure you built. we want to see how to build on

that to enhance the effectiveness and close gaps that existed before the pandemic with the infrastructure andth and capacity didn't -- and strength and capacity building during the pandemic and creating a more elevated role for you all in various ways even in how you thought about your work, previously. and the next iteration to meet the challenges we've had. i did have some questions also about the specific things i know as the a reduction in non-personnel services. and if that would impact dcyfs

priority populations and if there are potential mitigation plans there? >> that's reduction to our technical assistance and capacity building work. and fewer training opportunities for our cbos. >> are some of those workshops directed to enabling cbos access grants and opportunities. we hear how there's challenges and barriers for some organizations and folks to be able to know how to access. what are some of those things that are going to be cut back?

>> we are work with all the contractors right now to figure out their new budget. but things like integrating literacy into your curriculum, supporting program design for youth engagement and ensuring that there's healing practices or trauma practices within curriculum and programs are some of the things we have done to support our cbos over the years. we didn't cut our cbos, instead we're cutting our consulting partners and part of the reduction includes evaluation reductions as well.

>> got it. and i had a specific question about the food cost and community hubs. i know there was some sense of fema's ability to bridge the gap there and some of the costs, did you have any updates on that? >> can i call denise back >> we continue to work with the cost of recovery team to maximize our qualification around the food hub. we were and we continue to look at roughly a million gaps with the previous add back of a million to support us and though we qualify under usda our cbos have a really challenging time following the procedures. it's a labor intensive process and some are capacity building

and could be adjusting quickly to usda guidelines and in the back end making sure we partners with the cost recovery team to make sure all the eligibility check boxes are clear. as it of it's an ongoing effort and partnership but it's about a million gap for the system. >> looks like there's still challenges. >> i want to emphasize it's quite a laborious paperwork component to this. and so you're essentially asking people to do the tallying as

they're watching kids. and we'll have more flexibility in the paperwork. right now it's hard for our cbo partners to do that paperwork on a daily basis. >> okay. i don't have further questions. madame clerk, can we do to public comment. >> clerk: mr. chair. currently there are eight callers listening and four in the queue. members of the public who wish to provide public comment press star 3 and those on hold wait until the system indicates have been unmuted.

>> gracie. our college needs your help. it's free for local residents and the single largest jobs trainer in the city. it's a crucial part of how our city can recover but our college is facing a layoff of over 60% of the capacity impacting 40,000 students and harm thousands more. long-term under funding at the state level is the real cause of the crisis and what we'll be fighting but right now we need emergency assistance. there are 30% unnecessary cuts and major cuts to african american and asian american studies and self-defense classes while top ranking administrators are getting raises and those who cannot afford school full time

deserve an education. i want to finish my electrical engineering degree. please stop the cuts. >> thank you. next public comment please. >> i've been a student over two years and member of the ccs collective. i'm calling on behalf of city college and fellow students. the city college is a valuable resource to so many people across the bay area. we have an contradict free city program which allows me to continue my education and build my community and spark the free expression of my values of life long learning and justice for all. i'm grateful for the program and hope it will continue to expand and grateful it's a part of the budget of the department of children, youth and families.

we've been facing budget cuts for year and many have lost their opportunity to grow in these classes and we're facing more layoffs. right now city college is facing a 60% layoff of faculty and immediately impact more than 20,000 students and harm thousands more now and in the future. i'm calling on you to do all you can for city college and this mass layoff is another long line of cuts to institutions that's been vital to the city and grateful for the programs that exist to support students moving from high school to college and other universities and grateful for a life long education that city college always stood for and fearful we're losing that.

that's important to me and why i'm in school and why i want to be a student there forever. there's senior programs and the arts it's devastating. it's important we fund city college. i'll finish my comment there. thank you. >> clerk: thank you. next speaker, please. >> i'm voicing my support of city college and to contextualize everything and in the context of city college where it provides so many free resource for esl and with the cuts it only helps disabilitied

such as vision or hearing impairment and things like ptsd and psychological disorder too if people are so strong against anti-asian hate listen to the community when we're pushing forward in protecting city college and one student spoke out because forestry helped her with her ptsd and the only self-defense class caught by an american asian woman is being cut. we need these programs to help with our own well being. it's another way we share our community space. i urge those graduates to advocate for this work for funding because we have been chronically under funded and have been losing a lot of

faculty but there's alternative funding available and just want an education. thank you. >> clerk: if you wish to speak president star 3 to be added to the queue. >> i want to express my appreciation to ensure our youth have every opportunity to make up for the learning loss. i am the current student. i'm so glad there's an understanding for the linear needs in dealing with the learn loss our teens and young adults will experience.

as we learn how much budget is allocated to ccsf in light of budgetary difficulties we'll experience a drop off not due to a lack of need but barriers with the pandemic and state take over. the pandemic has showed the importance of educating our family members from 18 to 24 and beyond and for older siblings who are to reenter the workforce and to empower them to leave abusive families and partners and for immigrant parents who take esl classes to get support at home and those who need to recover from the physiological and psychological effects from the pandemic and we don't get penalized and i ask you work to allocate $30,000 for the fiscal

year '21-'22 and make sure we keep our doors open. any short will ensure our doors will close. we have already made the last possible cuts before discontinuing certificate programming and degree offices. we need your help. thank you. >> i'm a librarian of city college and the college will face a $30 million shortfall next year and we're looking the budget and appropriations committee for your support and thank you for your thoughtful consideration. it's an essential part of the city and we are where san francisco's nurses, mechanics and dreamers come from.

we're a crucial part of how the city will recover from covid-19. right now the college is facing layoffs of 60% of our faculty impacting 40,000 of our students immediately and harm thousands more. we need emergency assistance now. the aircraft maintenance program which has been housed there over 80 years is in dire threat of being shut down permanently and graduated technicians to service aircraft and other bay area airports keeping passengers safe and comfortable on their flight. the benefits of the program extend beyond industry and provide educational liberation for our city's most marginalized. today's graduate can expect salaries of over $70,000 to

start and we need to save the program and all programs and certificates that provide economic training for our students. as and we need it serve the needs of our community. thank you. >> clerk: thank you. are there any other callers in the queue? >> no more callers in the queue. >> supervisor: public comment is now closed and i want to give commitment and i'm sure committee members feel the same about the need to prioritize city college and to partner closely with city college as they continue to face fiscal

challenge. i wonder director sue if there's anything you may want to add about city college specifically. i know there's been layoffs and some recent financial challenges and i wonder if you can speak to how you're thinking about our collective commitment to city college moving forward in this budget process. >> thank you, chair haney for the question. i agree city college is an anchor institution for us in the city. one of the reasons why we are building that partnership with sfusd in to city college because we see the value of city college training our future workforce. so i will say that i've had many conversations with both the chief of staff as well as the dean at city college to try to figure out how do we ensure that

our students who really need the wrap around support will get that so they can stay at city college, persist through the courses and graduate and be able to come back and work within the city. working with supervisor mar, we've talked about different ways to provide that type of support within the city we have a model called the public education and enrichment fund in which we create a structure to provide that operational support for the district and allocation of more direct services. i think that's the vision of supervisor mar in trying to bolster and support city

college. i think it's a more long-term strategy so we can have city college rarn for a long -- around for a long time. >> thank you. i appreciate that and sure we'll have ongoing conversations. it's great to hear about the efforts to have better pipeline and coordination and support and looking for ways to create something similar. i know supervisor mar has been a long time advocate of this to ensure the city is providing as much as director support as possible. with that, colleagues, are there any other questions or comments? i do not see scene. -- see any. i believe we're going it file

this. i'm going to make a motion and move to file the hearing if we have a second. >> second. >> supervisor: seconded by supervisor mar. roll call vote. [roll call] there are five ayes. >> supervisor: thank you the hearing will be filed. thank you director and thank you to your entire staff. if there's one thing you learned today you have a very supportive budget and appropriations committee who wants to support your work and wants to collaborate with you and we know we have a lot of work to do so thank you again for your time and work. >> thank you so much. bye-bye. >> supervisor: thank you. madame clerk call item 3.

>> clerk: item 3, hearing on the overview of the office of the city administrator's budget for fiscal years years 2021-2022 and 2022-23 and meme ber of the -- dem mer of the must be lick can -- members of the public can give public comment by dialing 1-415-655-0001 and conference number i.d. 187 606 0436. >> supervisor: thank you. we have city administrator chu and her team. >> great to see you and to members of the committee. thank you for the opportunity to be before you. we read the letter you put

forward in addition to questions through your team in addition to myself and my budget team we also have a division and department head who comprised general service agency city administrator's office should we have questions specific to the operation or pieces. i'll ask adam to start sharing a slide with you. he'll help to advance it. last month i started in my new role as city administrator and ir want to share an overview of how it's going so far.

i think during my confirmation process with the board of supervisors i reiterated how important it was for me to not only take a look at how the city is running in operations or handling processes that impact the entire city and make sure we continue to hold our conversation to the highest level when it comes to ethical standards and transparency. this is something that's been a commitment in my service and continues to be in this role. in addition, we see an opportunity to figure out how it is we better connect our city services to our residents and people who need our help. you'll see a quick overview of the different programs that

exist within the city administrator's function. you see the department of technology, public works there's a dotted line because that is a relationship that will be changing and what we wanted to share is the breadth of the services within the city administrator's team. not only the 3-1-1 control and the immigrant and community affairs and convention facilities, county clerk and grants for the arts, mayor's office of disabilities and medical examiner and office of cannabis and transgender initiative, treasure island and we have many internal services. i mentioned somewhere we have interactions with members of the public and there are many that primarily serve our functions.

the planning body serves with contract administration and monitoring division and digital services and suite management team and real estate and risk management as well as graphics. and also how to access the departments maybe not within our purview but helps with operation. and as maria mentioned earlier it's been a year where the city administrator's office stood up when it comes to the covid-19 response. here are just a few highlights of the major accomplishments and activities the city administrator's team had to step

up and do above and beyond in response to our current covid-19 scenario. and we have a covid command center and has current site for our mass vaccinations. we've had pretty significant dsw assignments that have high impact helping to set up staff and logistics at covid command and environmental health when it comes to making sure our business have the best practices and information to comply with public health orders and to ensure we are strategizing across different depending making sure these things happen our office was also critical when it came to setting up and putting forward the mass testing sites that were critical in the early days and continue to be. we've set up a role in max

vaccination sites across the city. we create the covid-19 give to san francisco donation site and has been actively tracking and managing that program and this is a program i know that supervisor ronen has near and dear to her heart because of her work on the right to recover program where most of the funding went to that effort. digital services and data sf and 3-1-1-and sfgovtv.org have played a critical role in letting people know how vaccination sites are open and how to get an appointment and general health information and some of our initiatives have helped vulnerable communities to make sure they have access to shelter. they had access to vaccination and information. here are a few other ones. the list is long but i think it's worth pointing out because it's great work the team has

done. the economic recovery sffrs was -- task force was key in helping ensure facilities are safe we have been doing a lot of work to help departments understand what protocols are especially where there's in-person services are happening and graphics and services is putting out collateral materials and the medical examiner has waiver processes for fees associated with the physician for families who need it and animal control has taken care of animals surrendered because of difficult economic stresses among other challenges families face. and while we're not covering some of the budgets associated with public work in this

particular presentation it's important to point out the great work they've done in terms of creating sites and helping keep streets clean and they're work on the shared spaces program and the work they've done to connect our community learning centers and also public housing unit with internet and something that was important and dc continues to step up in this area and i wanted to share these accomplishment because it's important to celebrate the good work of city staff especially during hard years. we'll be covering pieces supervisor haney wanted us to cover and to share how it is we

met mar gets. just by way of background in general, submitted initial budget to the mayor's budget office that meets the reduction target they've laid out. by and large this initial submission holds operations generally steady. we tried to reduce impacts to grants and people and the budget before you is a steady state budget. there's many more things we can be doing to make better investment and help the city run better and i'm sure we'll get into those in the month ahead as the mayor and board continue to deliberate. i'll let adam share that with you and then come back.

>> the proposed budget for fiscal year 21-22 increases to $501 million due to the increased revenue generating activity of roughly $19 million and adjustments of roughly 6.5% and the budget is increased and that is largely do to a few budget items. increasing activity for marsconi center and that is due to

activity reopening at the war memorial and city hall and so this is almost all for custodial centers. the budget for fiscal 21-22 is from the mayor's office and we met cuts most trip through reductions in contracts and supplies. we also made operational changes and restructured some projects. 20% will come from attrition loads and the remainder from revenue and unreturned funds. the next slide shows the categories that include non-personnel services roughly 30% and salary and fringe is

related to our larger division such as real estate, fleet and non-personnel service for leases, insurance, convention facilities operations and various contract services. the services of other departments is 15% covering cost and utilities and dt and phone and i.t. services and rent and facilities maintenance and fleet maintenance insurance, debt service comprises roughly the same amount at 15% for marsconi and the real estate portfolio. the next slide shows a break down of all of our different departments and divisions by budget and fiscal year.

the largest are convention first halves, real estate and fleet and risk management almost all the budgets are flat between years except for convention facilities due to increased planned convention activity coming out of the pandemic, real estate division due to debt service and risk management due to insurance premium increases anticipated. that's the budget summary. back to carmen for the next slides. >> as you saw in the last slide, as we mentioned earlier, the city administrator's office has so many different function and the way to think about it when asked a question what do we see as significant challenges in particular with the portfolio as people that we serve. that question became more complicated because we have a variety of interactions.

i think we have many public facing services. so clearly there's an impant -- impact in how we reach our san francisco residents and how we utilize our services. the second piece is we also have a large function that includes really helping organizations within san francisco's governmental operations to operate as well. and as i mentioned earlier just our role in the covid response has been pretty significant component of our work in the last year. as i thought about the significant challenges we see ahead and in answer to chair haney's question in how we see the gaps in nect witties we have -- inequities to cover. we have seen given our role with logistics and the operational components of how the city runs. we saw significant immediate

needs in recovering gaps when it comes to the city's response and recovery. though we see the light at the end of the tunnel we'll have to play a critical role and resources in order to make sure the city as a whole is able to respond well and recover as quickly as possible. we know we've had a significant impact to our businesses and connected to our convention facilities. the shut down of tourism and our conventions and general business travel has meant we have seen a significant reduction in hotel space and people coming in utilizing our facilities, visiting our restaurants and shopping in our neighborhoods that has a significant impact. we see about $800 million in annual city revenues are

impacted by the slow down in addition to that, there is about 80,000 jobs that have connected to this industry or this sector. to the extent we are able to focus on recovery efforts that helps jump start that activity, that's something we want to make sure we're focussing on. i think we've seen local small businesses have been impacted and are truly hanging by shoestrings as you all are well aware and our arts and entertainment businesses have been impacted because of the continuing restrictions. the inequities have been played out in our black, latin x and immigrant and limited proficient communities and many have

disproportionate health impacts or impacts to where they're employed and we see vulnerabilities in that area as well. recently there's been and this is not just a recent incident but over the last year in particular we've seen pretty significant heightened xenophobia not just in the bay area but in the country with anti-asian immigration -- aggression. it's been a difficult time and one we recognize a need to recognize to the challenge to what is before us. and this is something mentioned by supervisor safai and haney and thinking how people have been left behind when it comes to access to the internet and all the things that come to it whether it's learning, connection to family and friends or the ability to participate in the general economy and get

access to information. hinges on whether or not you have access to computers, access to internet and the wherewithal to utilize the tools. we know there's a lot of work to be done in terms of how it is we make our services more accessible and make sure people can get to that. then i'll speak to the departments within our budget and hour they're addressing some of the gaps and inequities. you've got before you and you have many department heads and division heads who can speak to the programs but i want to speak to a few to see the breadth of the work we are doing and how it impact the vulnerable communities. first, we'll continue to meet the needs of the public health response. this impacts san francisco across the board and in particular our vulnerable communities. the quicker we can come out of

the pandemic the quicker we can get to a place where we can see each other and kids can go back to school and move back into a somewhat more normal life. i think a few things that are part and parcel of our work and have been working to plan for the reactivation of the marsconi center we still have the mass vaccination site and the storage for our personal protective equipment and we'll have to plan for what that looks like. this is critically important because when we start to bring visiting services back you'll see a restart of our tourism and convention business in san francisco tied to so many sectors and business and employment and job opportunities that's it's important for san francisco. we have critical repairs and recovery in our capital planning budget i think $15 million this current year and $75 million

this year. the intent is to make sure we have money to be able to fast track and put shovel-ready projects to work. in addition we hope to embed equity metrics as we think about the different projects coming before that committee. in our contract monitoring division, cmd, they have a lot of work when it comes for their ability to compete for contracts and we need to support our local small businesses and one of the efforts we'll be embarking on this year is valing our programs to see what opportunities we may potentially have to make it more accessible to our local small

businesses. the office of cannabis is continuing to do their work and are focussing on processing the equity permits and working hard to do so and the grants they have to directly impact local businesses. in grants for the arts and supplemental appropriation that helps to back fill to have a level of funding for the current year. that will help to stabilize our arts organizations who have been severely challenged in the last year in terms of fund raising capacity and the ability to put performances out in the public space. that's something we're able to do based on our good work and mayor's good work in back filling the funding. one of the big pieces and pushes we've had in the grants for the arts program is to make sure that we're continuing to focus on equity.

this year one of the key features of the allocation was a reallocation of 10% for high value organizations or organizations that have large budgets in order to repurpose the funding and provide it to organizations who have less ability to whether the challenges we've seen. 17 organizers rooted in our trans and black communities filed a 25% increase in funding because of this re-allocation. entertainment commission. lots of work here. i want to thank the work done to help our san francisco businesses comply with our health orders. they'll continue to do this work. some other things they've been creative with is helping the just add music permits so performers are able to add on to the activities and activation across the city. the office of civic engagement and immigrant affairs has been

supporting our immigrant communities through naturalization services and applications and also their help with language access and that will be an area where board members and others will want to focus in the coming year. finally, our office of transgender initiatives is working very hard. they're doing some really great work to figure out ways to design how it is we collect data in order to make sure we have better systems to understand what our gaps and needs are. i think this is very important. they're continuing to make sure they're providing virtual trainings to our city department to make sure people are trained and understand the challenges that we have in our transgender and lgbt communities and they're continuing to have a program

you've worked closely with and the core function is to help protect workers especially those who need help with enforcement and compliance with local labor laws. there's the new laws that have passed in particular around wages for custodians and grocery store workers. that's something they'll be focussing on shortly. 3-1-1 is taking on more non-mortgage calls -- non-emergency calls and digital services will continue to do work to figure out how to move our processes through better and make sure our city services are functional and usable and when you think of the human-centered design the idea is to take it more usable with the user in mind. if someone is approaching city

government, how's the website help them access what they need? that's critical as we think of access and services going forward. and in this area we're talking about digital equity with others. not only that but internally in addition to the out ward facing plant so we think about our internal organization and how we're struck urd and what are the opportunities that we be able to help promote. in terms of audit and oversight which is i think the next major category they're haney asked us to address is around the idea about good governance and be transparent in what we do and here's areas we'll cover on

this. we have received a number of reports that come out from the controller's office as well as executive directors that have come out and so in terms of the public integrity and contracting recommendations that have come forward. we implemented all of these items that primarily have to do withmaking sure they have clear mous and for us friends of animal care and control that group is doing their final review and expect that to be in place in april. we also partnered with the city city attorney to make sure our grants s are compliant for competitive processes. not only do they help us with setting up that process but also played a critical role in helping us to review grant contracts issued by our organization. currently they're also helping make sure we tighten up any

areas where we have additional fundings through supplemental process or down the line. and the commitment and focus on ethics and training is always difficult as to always keep track of all the different moving pieces with changes in ethics law. at the same time we have to make sure our department and division heads are equipped to understand what the rule changes are to do their best to make shower they comply. that's our -- make sure they comply. that's our expectation. we not only had a recent training done by the city attorneys but will continue to have annual training in coming years. finally i want to end on the work that the office of contract administration is doing. as you heard from a number of departments who have probably referred to oca and how they work in close partnership to make sure they're following the rules associated with how we do procurement and so i think this

is an organization that plays a very special role in how the city as a whole functions in terms of our procurement process. even with audit findings or other work they've been intro spective to figure out how to improve their processes and make the process more simple and more transparent and easy to follow for departments. so some major things they've done include digitizing their work load to see clearly what decisions have been made along the line to take a look at that and make sure we have visibility and insight into it. they have improved some of the documents and made checklists for departments to help understand the pieces required of them and created mandatory online training among other tools. they have new oversight responsibility over public works contracts and that's something new they've taken on. in addition, they continue to

help improve how it is we are efficient by creating a now over 450 term contracts essentially large blanket contracts that get the most competitive rates for the city as a whole. with that, i'm going it turn it over to adam and he'll touch on the last pieces of oversight and audit and then we'll be available for abe questions you may have including all of our divisions. >> i'll cover intern and external controls and that includes monthly meetings with all departments and programs to review their budget against their actual spending. look at their encumbrances and existing and enclosed contracts and we have separation of duties for approvals and that includes program staff review and sign off on deliverables before payment are authorized and the

transactions are done by separate staff in accounting. we have measures submitted to the controller's office for timeliness, response, quality of services, efficiency and equity and inclusion and community impact. some examples include 3 in 1 and acc reports in the field and lab release rates for animals and moscone events and operating leases cost and market rates around what the city pays and community impact measures such as contract monitoring division, local business enterprising dollars award and percentage of contracts. the number of equal benefits ordinance and certified vendors and attendees at various arts events funded by grants for the

arts and we have programmatic measures for the remaining programs. some include examples like the metrics for a number of cases and workers impacted and worker restitution paid back to the worker and penalties collected. the next slide shows external controls placed in our department. the controller's office performs annual audits. those include the post audit and single audit and monitoring and ad hoc special analyses including public integrity reporting. some of the other reports that have been done by the controller's office analysis division include looking at their technology and development partnerships and fleet management and their role in the process of vehicle procurement and budgeting including right

hypothesizing of -- right sizing of the fleet and i'm happy to answer any questions if there are specific questions about those. that concludes our presentation. >> thank you so much for the presentation and your work. i would say you all have the broadest scope. thank you for answering the

questions i put forth and the things that are important to us as we make decisions this year. vice chair safai. >> supervisor: thank you. i feel like we can have a few days hearing on the department alone. i want to zero in on two. i appreciate your work has done in the department of technology city administrator. we had our hearing on the digital divide and intend to work with your department to ensure we're expanding access and intend formulate policies and legislation and plans

working withyour team to come up -- with your team to work up with strategy to close the digital divide. but can you you can talk about what additional funding or initiatives you have towards this. the second question and we talked about grants for the arts and we added additional money for additional funding we made sure the existing programs were funded in arts organizations and happy to support that but want to hear from you how quickly we intend to get money out for the additional round because there's organizations we're working with that are excited to be able to apply for that money.

i think everyone appreciates 3-11-in the city but there are complaint about calls for service going out and the item being closed out before the work is done so talk about that for a moment and what plans you have to tighten that up and i know we have more and we'll fol up with question on the other issues and ideas and concerns regarding other areas. >> thank you for laying out the question and know our door's always open if there's other issues that come up that may not come forward at this particular

hearing. in terms of the digital divide, it's shown to be a very important issue because of how much we've seen inequities exacerbated by not having access to internet and not being able to utilize services and sometime we'll continue to work on. in the next few months we'll solidify not only our capital budget but our technology budget so look forward to working with you to take a look at how we'll be able to help reduce the divide we've seen. the other piece when i think of digital divide i think practically how we close that divide. it has no do with access to high speed internet and that requires infrastructure in terms of laying of fiber and other components and not just san

francisco government that has the role and responsibility and the place to put in internet service. it's important to create a network of high access across the city and there's the question of how we get connectivity to individuals. say you have the connectivity for the network but do people have the equipment and the ability to utilize and understand how to gain access to it. that's both a san francisco government what we can do and providing technologies and we

can look at ways to expand some of that if that's the will of the board but it's got to be a full picture and not only about the network but tools and equipment and training in order to make it happen. it's a big question and grateful you're tackling that with us. the supplemental appropriation provided up to $12 million for grant funding for the current year so essentially it made us whole for the current year because we saw a significant reduction in taxes for the city. that's a positive because those were commitments already made during our last grant cycle. that supplemental allowed us to fulfill the commitment in terms of what we granted out. we don't have final word on what next year's allocation will look like and will continue to look like the mayor's office to see

where the commitment is. if the revenues don't come in strong or see the recovery we hope to see will there be an appetite and opportunity to be able to back fill that level? i look forward to working with you on that piece. essentially what the supplemental appropriation did was made us whole through the current year the grant cycle we already committed to. once we have the funding we intend to get it out as quickly as possible to fill the obligations. i know how important it is for the entities. >> we added the funding for this year and then added additional monies for the upcoming fiscal year. that's what i was referring to not the current fiscal year we were making the existing programs whole but more the

upcoming fiscal year monies we added in addition to that. that's what i was more focussed on and wanted to put that out there to work with your office specifically. >> we'll continue to work to make sure year all understanding from the same place. my understanding is there's money to set aside for next year to shore up any additional potential revenue losses. but nothing we expect to be be above and beyond the existing is it -- $12 million. in addition, if revenues come in less strong the question is will there be appetite to back fill? we have a few pieces to iron out but understand your intent to make sure we support our arts organization. 3-1-1 has had a high volume of

calls especially around covid. so many questions have come in around health and there's a lot of conversation how it is 3-1-1 can help augment and help with non-mortgage -- non-emergency calls and there's talk how to have a high pick up rate when people call in. your question on how items have been closed out where residents didn't feel it was addressed. 3-1-1 we depend on the departments to let us know when they close out the problem. there may have been service calls for street cleaning or other instances where we might have had individuals from our teams who have gone out to clean or resolve the issue. but then quickly thereafter it

starts to either the trash can gets filled or other instances and some things the city invested in is the connected worker app. that helps to make sure as we're closing out calls we're taking photos and showing what has happened and what the service provided has been. i think that's going go a long way in sharing people when it is we're out there and how we cleaned up different services and how we addressed the issue. i think there's going to be a number of things before that is fully rolled out including making sure our employees can do the work connected worker app or utilizing the service. there's a few things folks have up their sleeves when it comes to figure out how to better close the loop on the items and making sure people are aware of what they've done. >> thank you for those answers.

we'll follow-up with you on some questions on the department of cannabis and office of cannabis and other offices but just wanted to say, i really enjoy working with many of the different offices in the departments and your office in general and we've had a good working relationship for a long time and looking forward to that and we'll follow back up with you on additional work we have together but just wanted to say you're department of real estate and i flagged this as we've gone through the conversation of purchasing hotels and moving forward the sip -- s.i.p. and

the need to have additional resources for the different stress and demands on that department and looking for additional work we're asking that department to do. >> president walton. >> thank you supervisor haney and city administrator. i have one question. [please stand by] . .

-- it's a program that has had long roots, frankly. it's a program that serves two functions and it's both a training opportunity for individuals. it's been a great partner in helping to connect people to city functions and better awareness of what we provide. but it also is an opportunity to create a non-police presence in different communities to serve as ambassadors, to help people who are in need and to help with

other things. and it started back in 2010, and since that time the community ambassador's program is funded by various services through the jobs now program initially to start off with. and it was then funded primarily through a big grant, a private-sector grant that came in that expired in 2018. and then in this current year i think we have 22 positions generally that are part of this community ambassadors program. the budget as we see it right now has slightly less funding, i think to the tune of $200,000 less roughly in the community ambassador's program. i imagine that this will be a program that we'll be speaking a lot more with supervisors because we have heard from a number of colleagues, including yourself, about an interest in this program and how it is that we could expand that to different parts of our city or for different uses. and so we definitely want to continue to engage with you on that process. and, of course, the mayor's office i know has been talking about different ways of

providing resources to the community. just this afternoon did an announcement to expand svip in some of our communities. and so i think that this could be a nice program to complement some of those efforts as well. so i think that there will be a larger conversation and hopefully we'll be able to engage the different supervisors who have reached out on this program. >> president walton: thank you. i know that we'll stay in contact about this. >> thank you, chair haney, and thank you city administrator for the presentation. and just to follow-up on president walton's question, i mean, i have been interested in the ambassador program, to be expanded to the sunset as well and i have had conversations with director han about it and so, yeah, i just wanted to say.

that. >> thank you. >> then i did have a question about your -- the report -- the part of your report that was around steps that you have taken -- or around strengthen and transparency and compliance with our ethics and good government policies and so i appreciate all of the report on that and all of the work that you and d.p.w. in particular have taken around that in the past year. but i think that if i heard correctly, most of the updates that you shared were steps within the -- the various departments and programs that are under your responsibility. so i had a question more about sort of the broader city-wide work around improving transparency and accountability particularly around contracts and grants. and the role of the administration. and if i remember, actually, i

was remembering and i just pulled it up that the controller's office public integrity report on d.p.w.'s contracting practices did have a number of recommendations around how -- on strengthening the role of the office of the contract administration in monitoring all of the procurement activities across all departments. so i'm just wondering if you could report on that. >> yeah, yeah, thank you. actually, it's a really important question. and i want to thank you for asking it. you know, i think that one of the questions that chair haney put out there was about, you know, big system changes and what it is that we kind of view that we could be doing. and i think that in the city administrator's office we have the role of having a really i think that many functions that touch upon many different diameters where if we're able to

make improvements to that functionalities, you will see that will have widespread impact across the city. so o.c.a. contract administration is one of those entities. supervisor safai mentioned real estate and when i think about the big opportunities for our organization, i see real estate being a very big piece of that, but i also see contract administration. and i have been in conversations with our controller about some of their reports and findings and some of the ideas that they have for potential better enforcement or better centralized kind of reporting about some of the contract practices across the city. but i think there will likely be more work on that to come and to really identify where the best opportunities are for us to be able to improve that. and but i think that what is also important is that it's also important for us to be reflective about our own processes. and so i think that when we talk about improving transparency and

what our processes look like we have to take a look at all of the individual processes, large and small, and how we operate. and so when i take a look at our entities like the grants for the arts and we look at the community challenge grant that puts out maybe -- it's mighty, $1 million and maybe $2 million in grants we have been careful to say how do we create transparent processes, they will know the process they will go through and they are informed and know what criteria they're judged upon. there's all of the internal processes for the city's administrator's office and they are important because they all add up at the end of the day to transparency overall and transparency for the city. in terms of the contract administration side, i have the

part of o.c.a. and he's done a lot of work and he can speak to some of the ideas that we're already batting around. but there's opportunities to improve our technology systems to be able to provide more reporting so we're able to see what the different processes look like. there's an opportunity to look at what pieces of contract administration do we have that is invested in different departments. so what is it that the central organization, o.c.a., should be looking at and versus what the different departments are looking at. so that's important. and o.c.a. has been doing work to make sure that as we have different rules that are put out there, that the departments also have clear guidance and simple guidance. and something as simple as checklists to make sure that they're in compliance with all of the rules that are required. so i think that there's a lot yet to be done on that piece. and so, again, just in terms of major system changes or major areas of focus, i think that o.c.a. and the contract and

procurements generally is one big one that we're going to have to tackle as a city together. and i would suggest that that's going to take -- that's going to take really concerted effort and focus for us to do. because it's not going to just impact our organization but it's a city-wide impact, frankly. and, i don't know if you want to jump on and provide some expanded explanation of some of the things that we're considering, because your team has put on -- has done really such great work thinking through some of the challenges that i think it might be worthwhile for folks to hear about. >> great, thank you, city administrator. and thank you, city supervisors as city administrator chu mentioned, really over the past couple of years, o.c.a. has been conducting an internal review of the processes that we can improve for the contracts that we oversee, essentially chapter 21 contracts. so i would like to remind everyone that our purview is chapter 21 contracts which

covers goods and services so we have no oversight over construction, or grants or over real estate contracts. but what we have our internal review that has helped us -- some of our internal review has streamlined processes and created greater transparency for those who have chapter 21 contracting. as supervisor chu mentioned we have checklists which improve the departmental compliance and it's really a road map to ensure that the departments are complying with all of the regulations that they must comply with before entering into a contract. more recently, we have -- in coordination with the city attorney's office we have issued some new contracts and solistemplates and they providee guidance around rules and regulations and the solicitation

process, about conflict of interest. about security requirements and such. and building on the checklist more recently we have a few checklists as you know that prop q is our purchasing authority for which o.c.a. has no oversight. essentially, the department may conduct their own procurement, and their own purchases for procurements that are under $10,000. and that is really an area that we thought that needed some improvement and improvement to be in compliance. we did find a number of areas where it seemed like the departments were -- excuse me -- needed improvements in compliance. excuse me. particularly around 12x and 12b for those very small dollar contracts. i'm sure that you know that there is -- there are efforts underway to create new

legislation. and solicitation and grant procurements and we have been involved in that. we have now been delegated the authority to approve the award of chapter 6 contracts for the department of public works, contracts specifically. i would say that in terms of moving forward, while the last couple years have been really been focused on the internal processes and improving the guidance for the departments and improving the compliance for the departments that do chapter 21, now we're looking beyond sort of our own purview and trying to improve the processes overall and streamlining the contracting beyond o.c.a. and so one of the key things that we believe that would be really be impactful is to begin to digitize all of the compliance processes involved in contracting. so the financial and procurement system that the office manages is really a wonderful system for

tracking contract execution, and all of the contract purchase orders. but it doesn't really track all of the work that is done prior to executing a contract or prior to issuing a purchase order. and any waiver processes. and the approvals and such. so we are starting to work with the controller's office and with our stakeholder departments to try to begin to digitize those workloads and to get the data into one platform, an end-to-end platform, essentially, from which we could do reporting and have greater visibility in contracting overall. >> thank you for that update and for all of the good work. yeah. i really do agree with the controller's recommendation that

there's more of a role that the office of contract administration can play and externally, with the other departments and strengthening our oversight and procurement system. so thank you again. >> supervisor haney: thank you, supervisor mar. do i see someone else's hand up? supervisor ronen? >> supervisor ronen: yes, thank you, thank you. city administrator, i have one quick question. as you know supervisor, or president walton, and supervisor haney and i passed legislation, gosh, it was probably a couple years now with the work group that we created to do so has been diligently working and are on track to meet the deadlines that are set by legislation which is the end of this calendar year.

and they're looking for places that can offer us a strong -- i am sorry, a small, secure but, you know, non-institutional placement for the very few kids, about 10 at any time, that need around the clock secure facilities. and my understanding is that the department of real estate hasn't had a lot of capacity to partner with the work group and juvenile justice departments. i'm sorry, juvenile probation, to really perform that search and to secure a site that might work. i'm wondering if you can comment on that, or really just commit

that this is a priority for the real estate department given that they only have to the end of this year to get this work done and there might be significant rehab work that needs to happen between now and then. >> yeah. i appreciate that -- that question. i know that our real estate department head is here also, but in general even just in my short time as city administrator, i have to say that the real estate department is one that has been severely impacted by both the covid response as well as all of the other needs that are emerging coming from their organization. it's been one department or division that i've had to meet with every single week and there's no shortage of issues that have come up. and one of the things that was shocking to me when i learned about their organization more is that it may look like a large organization, it has 300 or so people in their organization, but most of those individuals work on the maintenance and the facilities, cleaning custodial work of the city's offices.

and so when we're talking about the people who are actually able and available to help to resource and find locations which is what we're talking about here, we really just have, i want to say, fit the entire city's needs. that includes the executive director and the deputy director as well who manage other pieces so i think that is why i appreciated supervisor safai's question if there's something that we can do to resource this organization. because i think that if we're going to be successful in the efforts to find the space to do that, we're going to need to do that. the issue specifically about juvenile hall and how it is that we'll proceed forward, i think that the best thing is to really just make sure as folks are getting together with what is the facility needs, we know specifically just really what is required. so that's the most helpful in order for the real estate to be able to do their job well is to just know what kind of facility

is necessary, what kind of features within the buildings are necessary, because then they're able to really try to find the right fit if there is one, you know, in the city. so i think that is really the most helpful in helping to advance this forward as quickly as possible given the timelines that we're looking at here. and then i know that andrico has it on his radar and it's one of the projects that he is resourcing. so i don't know if you are wanting to add more to it. your team is looking at this as well. >> thank you, city administrator chu for giving me this opportunity. and good afternoon, supervisor ronen to your question, yes, we are working with the team at juvenile hall to find an alternative facility. that search is slightly challenging because the description that they gave us is

exactly the one that you gave us. they want a small, warm, open environment. however, they have some very strong security concerns. and so we are exploring one property in particular, but the security needs would require significant renovation in order to meet that standard. and we're also looking at sort of broadening that search to find other properties that might also meet their criteria. but i have to say that quite candidly that there is going to be no facility that will meet their criteria as is. on the best that we can do is to find something that comes close and then renovate it to meet this very specific use. but my deputy director is assigned to this project and we're working on it and you have my assurance that we'll continue to do so. >> supervisor ronen: i appreciate that, that's all.

>> supervisor haney: thank you, supervisor roben. and thank you city administrator and team. i wanted to ask a question -- and i know that we have spoken about this before about the department of public works and we obviously have passed a charter amendment as a board and we put it on the ballot and it passed overwhelmingly from the voters and now is law. i have a question about it -- >> can you hear my child screaming? >> supervisor haney: yes. you know, one is how already this change in law has affected your relationship with the department of public works. you know, one thing that even my colleagues may not be aware of is that even before we set up the new department, which will be happening next year and even before we set up these commissions, that it already brought about an immediate

change in the governance of this department and its relationship with the city administrator. so i wanted to see if you could speak a little bit about that. and then i wanted to ask you in more -- in a more specificity how we're planning for this transition that is now set up in our charter. and what role you will be playing in that. and what is already happening on that front. if both of you might first discuss how things have already changed, even and how the budgeting process will be different this year. and how some of the transitions that have already started affect what we're going to be deciding on with your budget this year. >> sure. you know, the department clearly has a very large function and so they have -- for the most part -- much of their financial work is done in house within

their own finance team. however, our office does -- or the city administrator's central functions provides a lot of service and probably the majority of service for human resource services that are necessary as well. so we continue to play a very big role in terms of supporting the organization administratively, so that continues to happen as you ann anticipated with the ballot measure. it provides a lot of that administrative support for the organization so we will continue to do that. and i think that also with -- especially in recent years that there has been also a switch where the contract administration team is doing a lot more work with oversight on contract pieces. and so that's a little bit different also from previous years. that being said, the acting or interim department head continues to work with us and so we continue to talk about some of the continued operational challenges.

and really it is more of a opportunity for me to provide help, insight, or other advice that could help the organization as we move through this. i think that in terms of prop c it's a very, very big question. i think that as you know that there are some deadlines that are coming forward with regards to the establishing of a committee or the oversight commission overall for public works. in addition to, that there's also a deadline that is in place for creating potentially the commission for the sanitation division within -- that would peel off essentially. in order to get up to that space though there's a lot of work that we need to do to peel back the pieces and to say does the split that is articulated in the legislation make sense because there's a whole list of different functions that should fall within the different organizations and the ballot measure as you wrote it and as the board passed it, included a provision that allows the board members to take a vote to change

or to amend that based on this process and what we go through. so i imagine that we're putting our heads together with controller and other folks to kind of think about what a good process would look like. but we really want to be engaging the board, you in particular and others who are interested in this topic with the department to kind of go through what does it look like to peel back the layers in terms of the financial structure that the organization has. we have a pretty complicated rate model. to take a look at the services and then to have that opportunity to say what does -- does it make sense to organize our functions in a different way. so i think there's going to be a lot of these processes that will have to play out before we get to january, which is the timeframe that i think that the board needs to act on either changing the date of when a commission gets set and/or creating a time for the sanitation. and so i'm imagining that in the next few weeks we'll reach out to your office to talk about some ideas about how we want to

move the process forward. so that you and others feel comfortable and confident with that process and what a timeline could look like. so the hope is that we go through a very surgical process to go through all of those different pieces that we have to go through in the course of the next few months. as you think how this is unfolding and as you think about the different functions in the organization you have a clear picture of all of those pieces. so i would imagine that more -- more -- more details to follow, more kind of structure to follow for you. >> supervisor haney: thank you. i appreciate that. and thank you for that answer. i think that you have very well framed sort of the questions that we have in front of us and the work that we have to do. and i do hope that one of the things, just to flag for you as we're going into the budget process here is making sure that we're planning ahead so that any continued administrative support that is needed for this

department is well articulated. and also that any support that's needed for this transitional process is also set aside and even though the city administrator is not sort of explicitly leading the transition as defined by the ballot measure necessarily, i think it really does make sense for you to be helping to lead this from a staffing perspective and, obviously, with the mayor's office and with the department of public works and with the board of supervisors who have this explicit role as you said of really initiating this and having some ability to make some changes there as well. and we also with our new d.h.r. director -- and i brought this up with now director eisen around some of the staffing and labor questions.

you know, whether certain classifications or roles and such will have to change. and how that process is happening. so even though, you know, january 2021 or even july 2021 -- sorry, january 2022 or july 2022 seem like a long time from now, there's a lot that needs to be figured out and i just -- and especially right now we're making budget decisions that will be, you know, will affect these. and i spoke to the controller about this. and i will say that i think that we all should have the goal here of getting this right and making it work for our city and making it address, you know, the responsibilities and the roles that are outlined there for both of the departments. and different, you know, challenges and questions that you have around oversight and governance can also be addressed via the structure that we put forward. so i do think that it offers a lot of opportunity but it's going to take us digging in and getting it right.

and i, of course, am excited to work with you on that and i think we can -- we can get it done together. so with that, i appreciate again all of your work and your team who are here with us. as i said we could -- as other supervisors said, we could have a conversation about a lot of things but i think you presented the overall budget and plans and equity and focus and accountability and the things that i wanted to hear about. so i appreciate that. madam clerk, do we have any public comment? >> clerk: yes, mr. chair. checking to see if there's any callers in the queue. the members of the public who wish to provide public comment please press star 3 now to be added to the queue. and those already on hold, continue to wait until the system indicates that you have been unmuted and are there any callers in the queue for item number 3?

>> yes, there are four callers listening and two in the queue. >> clerk: thank you, could you unmute the first caller. >> caller: good morning, i'm calling for support for this. and specifically the fellows program that it operates. for some context, it's one of the only leadership development programs open to all immigrants regardless of status, specifically in the bay area. i myself have the immense honor of being a fellow alum from 2017.

>> i would urge the city of san francisco, who may claim to support these communities, not only for changing their status, but for those who don't have an opportunity like many of us in the programme who make a living and continue to support our communities on our own. someone mentioned earlier in the meeting that it is important to support the impacted to help the impacted. this would definitely be one of the cases where the city must essentially put their money where their mouth is. thank you so much. >> thank you for your comments. if you would like to comment on this item, item three, please press start three right now. next caller, please. >> hello.

i part of this year's dream s.f. fellow. i'm here to share my experience to highlight the importance of creating a funding programme like this one and specifically the importance of funding a permanent coordinator position. as a fellow, i am based with catholic charities where i create programming and provide social services for him -- undocumented and accompanied miners. i know i am making a difference within my organization and within my community. i coordinate the volunteer programme and i put on monthly workshops and i created the first ever newsletter for clients. i have been able to bring that perspective into organizations that are serving the people. i have brought into the perspective of people who are affected by these issues and people have highlighted again and again how thankful they are that i sharing that perspective with them. if it wasn't for this, i wouldn't be able to help create

it and provide services for our clients. my organization wouldn't have the perspective of someone who is personally affected by these issues guiding their work. we also have tremendously helped with my personal and professional growth. these opportunities are extremely limited. due to a lack of a work permit, most jobs and fellowships are simply not available to me. not because i'm not capable, because i was born in a different country. dream s.f. has given me the opportunity to gain professional experience, build community with people who share similar identities and being supported and mentored by a coordinator who understands what it is like to be affected by these issues. this has restored for my future and helping the community will be behind me, wherever i go. i wish all undocumented immigrants could have access to a programme like this, and having around 20 fellows per

year and one coordinator is that their minimum. it is barely the start of the impact that this problem -- programme could have. >> your time is concluded. >> thank you for your comments. mr. chair, this completes the cue. >> public comment is now closed. colleagues, any final questions, comments, thoughts? i do not see any. thank you, again. we appreciate your work and we will be seeing you again in the coming weeks and months. i want to make a motion to file the hearing. is there a second? >> second, roman. >> seconded by ronen. madame clerk, will call vote, please. [roll call]

mr. chair, there are four yeses. >> great. thank you. that motion will be filed. we appreciate it. >> thank you, supervisor. >> mr. chair, i think i heard something. would you like to redo the vote? [laughter] >> there are some connection issues. >> just a motion to file.

>> can you hear me? can you hear me? >> we can hear you now, yes. all right. are there any other items before us? >> there are no other items. >> all right. the meeting is adjourned.