were you inially eligible. although i'm never pleased with case loads grow because that means the need is growing but i am pleased during a pandemic response when close to 85% of our staff were working remotely, our programs were able to respond to the increase need. moving forward, we're projecting flattening or slight decrease in anticipation of a better economy and work with household families and individuals and getting them back in the work force. foster care is not a benefit program. foster care of course is the payments we pay to providers to take care of our kids who have been victims of abuse and neglect have been trending down for two decades, doing a lot more preventive work and reunion of kids with their parents and

that is a result of the work. so our initiatives in the department of benefit and family support, a lot have to do with work force development and really preparing for post-pandemic and getting single adults back into the work force. i want to note a few other initiatives that we launched in response to the pandemic. the first has to do with the digital divide. we are providing literally providing access to broadband, laptops if necessary. increasing digital literacy. we served about 600 families in this current budget year and anticipate doing more of that work with our households in this budget year.

we had to pause jobs now because of the lack of hiring and business closure, looking to move that money forward into the budget year. this is the last slide. action plan, supervisor walton i know you have a lot of questions about this from other departments but we're building it out to seven positions through internal substitution.

very extensive recruitment strategy that i'm happy to go into more detail if you like after my presentation and looking at super vision around coaching rather than discipline. and this briefly, it's not in our budget but we'll be coming back to you once the state budget is finalized. we anticipate tens of thousands of dollars for single adults who are disabled, families engaged in the child welfare system and adults in the adult protective services programs. again, related expansions will be receiving the dollars once the legislature and governor come together on the state budget. sorry foregoing over the five minutes. now over to disability and aging

services. >> we have spoken to seniors who have used this service and they are very grateful. as you know, the dignity fund provides protected funds for services that support older people and adults with disabilities to safely live and engage in their communities. we are pleased that the $3 million mandated growth in the dignity fund will be available next year. our focus with the funds will be on nutrition and wellness

programs and self care and safety services. this focus is outlined in the planning and funding cycle and these are areas that we have seen increase need over the past year. additionally, we are preparing for a city wide dignity funds assessment need next year followed in fiscal year 22-23 by a four year funding plan. one of the many things covid has shown us is the need for quality caregiving. iss provider wages will increase to $18 per hour on july 1st. the wage increase will help increase and sustain the caregiver pool that supports over 22,000 people with disabilities to live as independently as possible in the community. terms of aps operations, our adult protection services program receiving one time funds. notably this is the first ever

federal funding to be distributed to states for adult protective services. we will use the funds for a team to focus on high risk in close partnership with dph and hsa. it will include people who have transitioned from covid-19 alternative housing sites. these funds may have a second round of federal funding. we anticipate learning more in august. lastly, we're excited to move towards establishing a disability cultural community center. this project pre-dates the pandemic. the last year has prompted a pivot to explore virtual options for connection and engagement. working closely with the mayor's office, we are participating in discussions where disability

culture is celebrated and we can promote connections to resources. this will be the first of its kind and model for the country. in addition to a physical gathering space, we want to develop and sustain a virtual presence. next slide please. so on pandemic food support we want to provide an overview of the effort housed within our agency as part of the mass care responsibility in a disaster situation. over the past year, the city's pandemic response programs have distributed over 3 million meals and 1 million grocery bags, tied to immediate health risks of the pandemic and support for those experiencing the economic impacts. as we emerge with the pandemic, we will be ramping down programs

focused on virus containment, such as the isolation quarantine food help line. next year we'll sustain community based food supports including city-wide food support and nutrition supports for older people and those with disabilities. our proposed budget for next year is 42 million. we are experiencing a much lower level of state reimbursement through fema, this primarily has to do with fema rules regarding eligible populations and program models. i'll now turn it over.

you're muted. >> you would think after doing this a million times -- so good afternoon chair haney and members of the board of supervisors on this committee. i'm here to present the office of early care and education budget and highlights for the coming year. as we all know, we are in a really good position with the win of the proposition and gives us a good push to the future state of the early learning system. we are aligning towards the our children our family goal, a promise to make sure all of our children are entering school ready and that means we have to have three areas of focus for next year. one is to ensure that we are expanding access to high quality free and affordable early care and education, building on preschool for all, we are going

to expand universal access for three and four-year olds into high quality preschool. of course we have to build the infrastructure for babies and toddlers and so we're looking at significant investments to not only bring in new providers but also expand opportunities for children, infants and toddlers. they're the ones who are actually on the eligibility list waiting for a space. as we do all of this simultaneously, we're working on improving not only the educational opportunities for our amazing early learning providers but also their compensation. so these are the three areas that we're going to focus in the next several years actually. but we're pretty much out the

gate right now. prop c gives us the opportunity to build on what we have, but we are also aware in order to create learning early opportunities, we have to lay the foundation pieces or blueprint. so we're looking at making investments in facilities, especially for toddler programming and making a significant investment in the work force to make sure that educators have opportunities to higher education and compensation. and we're looking at immediate access by outreaching to all of the programs who are not part of

our network and providing one time quality grants so they can qualify for ongoing support to fill the enrollment spaces and align to our city standards. we hope to grow our early learning system. most of these are focusing in infant and toddler. there's little licensed capacity right now. the majority of our children on our eligibility list are infants and toddlers. so we have to make these investments as one time and build to capacity by working with higher education to ensure that our work force is having access to classes as well as

building our teacher pipeline. one of the challenges of being able to expand is that nationwide and also in the state, we're subjected to the same conditions, which there is a shortage of teachers. so we have to create incentives, bonuses, higher education opportunities to bring more people into the field of early care and education. as we're building these spaces, as we work very hard to make sure that all of our children have access, we also know we need to create the infrastructure internally. that's why we are aligning and coming together to create a collective voice which helps us go deeper into areas of prenatal period to age five for our

youngest residents. and support families as they bring up children in san francisco, creating san francisco much more family friendly place to raise your children. so in fiscal year 23, we're looking at creating the department of early childhood, dedicated not only to early education but the health and wellbeing of children and their families. reflecting on our past and having a forward momentum, we have the opportunity of improving outcomes for our children and families.

>> clerk: questions from the committee. >> supervisor haney: thank you. supervisor safai. >> supervisor safai: thank you chair haney. this is directed to director roar to you and your staff. we've had a tremendous amount of work to do with your team over the past year to deal with the covid crisis. i wanted to start by saying i think your staff has done a tremendous job in so many year areas to help our city. thank you. but my first question is something we talked about last year, has to do with prop c funding for all the different areas that were in the campaign,

additional money for salary of staff, additional childcare slots, additional funding and support for middle class, working class families that are just overpriced. expanding opportunities. there's so many areas. but one area of contention has been how we're going to continue to fund our family resource centers and this proposal puts forward a request to use money to fund family resource centers. this is something we talked about last year, presented in such a way it would only be one time a million dollars and i think that has increased now to 5 million. i wanted to give you the opportunity to talk about that.

unless they have childcare centers in them, we need long-term solutions for funding them and coming after the funds is problematic for many members of the board, including myself and others. just wanted to have an opportunity for you to talk about that. >> thank you for that question. so, yes, we are fully aware of the uses of prop c dollars, specifically to help bring access or more access to children and families. we also know the importance of early learning as well as family support. they are two parts of the equation that leads to better outcomes. to ignore the family support end

of early learning, we're not getting children school ready. we understand the concern of being able to use prop c dollars in this way. because of covid, because of all of the emergencies and all the needs that we've had to address over the last year, it's just been really difficult to be able to separate these two needs. and have to deal with them without having to put resources to support families as they are also having significant amount of challenges. obviously the family resource centers have stepped up. they have helped tremendously and we're looking for other resources to be able to sustain the ongoing need, but also the increased need we have been able as the city recovers economically. we are looking at other resources. this isn't part of ongoing

support for family resources in prop c. we also have an ambitious plan in being able to make investments in the infant and toddler infrastructure and creating immediate access. >> supervisor safai: the board of supervisors had a hearing in december, we were in the process of putting together oversight committee similar to our city our homes. it was made clear at the hearing that we were to follow the will of the voters. this potentially sets up another conflict of the board. i heard from a lot of providers already that have a big issue

with this proposal. and i understand there's some that will say there's a lot of money in these accounts and there's not enough slots and you and i have talked about some of the 0-3 availability and staffing is not there yet. but the proposal is 5 million in year one and 5 million in year two. it doesn't seem there's an effort to find additional funding sources. for instance, department of family and youth and family looked at. was the tax that should be coming in in future years from cannibis looked at. there's a lot of -- there's other areas that can be investigated. but the committees made it clear at town hall and meetings and so

on, many that you participated in, they wanted to preserve the money to follow the will of the voters. so i cannot support this on a two year funding cycle. >> what we can do is review other sources of funding. obviously this is one time. so the 5 million actually consists of carry forward from last year. what we are augmenting is 2 million and that is, again, to address the issues of economic recovery for the city, the family resource centers are a vital part of early learning. i understand -- i know you understand that. we would need to go back and see if we can find other resources

to address the needs in the community. >> supervisor safai: you said this is a carry-forward and augmenting by $2 million. can you explain that a little further? >> the 3 million was already approved during our december request. for family resource centers, yes. >> supervisor safai: for two or one year? >> it was for two years. >> supervisor safai: so 3 million each year. >> for two years, yes -- no, it would be 1.5 per year. >> supervisor safai: so 1.5 per year was funded. okay. so you add on to that 3.5 million each year. >> no. it's 3 million total. plus two. >> supervisor safai: but what's proposed here is 5 million in year one and 5 million in year

two or is it 5 million spread over two years? >> it's 5 million over two years. >> supervisor safai: so if we said leave it at 3 million, go find the other 2 million somewhere else, it seems we wouldn't have conflict. >> potentially, yes. >> supervisor safai: okay. i would strongly encourage the office of early childcare to do that. let's continue our conversations and definitely understand the importance of family resource centers and the work they're doing, some of whom -- some of which have childcare services within their -- i have said before, i think that's really important but just really want to preserve these funds as i have said, and i know supervisor melgar has said clearly and others that feel strongly we follow the will of the voters and we're really looking to

protect this funding going forward. and we also allow for the time for the oversight committees to be set up to continue those conversations. thank you. mr. chair, i don't have anything else right now. >> supervisor walton: thank you chair haney and thank you so much director and to the entire team, i appreciate the conversations. i do have a couple of questions and again, appreciate you being proactive in your responses. one of the things i wanted to know is if we look at a lot of times when we have conversations around juvenile placements and sometimes it comes up that we end up keeping youth in custody because of lack of foster care

homes in san francisco, just wondering what are we doing to address that. is there anything in the budget to increase foster care opportunities here in san francisco? it's sets of homes that -- sets of placements they work with to place kids. we just deal with the dependency side of things. children who are victims of abuse or neglect. certainly there's cross-over at times. foster kids being there. but they are wards through probation placed through the placement system. because you brought up the issue of foster care placements and

now they're called resource families, we -- i set a goal prior to the pandemic, i no longer wanted children who could not be placed with relatives, i no longer wanted them placed out of san francisco. we have a high out of county placement rate compared to other counties in the state. 50-60% of the kids at any given time are placed out of the county and a lot of that is due to relatives that live out of the county. we would rather place them with a relative but when we can't, we want to place the child as close to their community as we can to minimize the disruption in their life. to that end, we have embarked on a huge resource family recruitment campaign. the pandemic hit about three

months after we launched and we are reupping it. and you'll see social media campaigns and campaigns around the city, on buses, different postings, things like that. with the goal to recruit an additional 100 resource families in san francisco. we think adding 100 to the current number we have that are certified will get us very close to ensuring that kids when we can't place them with relatives will be placed in san francisco. >> supervisor walton: what is the goal of the campaign? >> 100 more resource families in san francisco. there was a hearing on this about two years ago where we outlined the strategy and implemented it in december or january and then the pandemic

hit. >> supervisor walton: how many do we have now? >> i'll get you the number as of today. generally it's about 85, but remember kids are often placed -- most take two or three children. >> supervisor walton: with the recruitment, i'm assuming resources in the budget for the resource family placements. >> there is. the vast majority of the funding for child welfare services is federal and state. the state has recruitment dollars called rfa. there is a county mandated share but generally leveraging state and federal dollars for this and that is in the budget and i can give the amount before the next hearing. >> supervisor walton: two things related to addressing food

insecurity, which the department has done a lot of work with our communities to address that. and i know there are ways hsa has stepped up and appreciate that. as we look at one of the food line items, i believe it is 14 million. looking at the request for the board of supervisors, obviously it is more than that. what's the plan to get more food into communities, particularly the most vulnerable communities? >> so as you can see in the budget presentation, there's about -- we didn't break it down as far as you did. there's 14.5 million toward community food partnerships. there's a total of about 25 million. so the 14.5, between 14.5 and 16 million will be done through an rfp process, competitive

procurement to identify which community providers will receive the food. right now we are engaging with providers as we speak. i want to be able to issue that rfp early in july to minimize gaps in funding. we're engaging with providers and looking at alternatives to your sort of typical food bank grocery distribution where one stands in line and gets the bag of groceries. we want to empower the consumer more. supervisor safai, you have talked about this, allow for purchasing, not with dollars but this is the kind of food that i think is culturally appropriate and i have dietary restrictions. we're on the same mind of this, it's the out-dated food bank model of many decades ago need

to be looked at. we work with a host of providers now who receive the funds through the pandemic, agencies like -- we're hoping 14-16 million dollars will go a long way to provide food support for those who need them but doing it in a way that maintains dignity and allows for choice and allows us to be responsible to different communities and different needs. >> supervisor walton: i know we're going to work on that together. i'm definitely excited about that. and just as we look at in terms of food distribution during the pandemic, all the safety nets that were created, i know for

instance, for example the latino task force, the funding for their work is ending in july i believe. is that going to be extended and is that not taking away from resources that are available with what's in the line items right now? >> that's a complex program. let me try to unravel it a bit. so the mission and latinx food received grocery support directly from the usda, pandemic grocery support that was in the value of close to $9 million i believe. yeah, about $9 million. the usda food box program. the feds ended that in june. we knew that was coming and we helped raise about $10 million in the crankstart foundation,

about 1.5 went to cona to fill that gap, in addition to the $3 million they received from the latinx rfp earlier in the year. the problem that makes it complex, they were not the only recipient of the rfp. the rate of spending for the mission food hub vastly outpaced the budget, the monthly budget. so the money was spent much more quickly than we contracted and budgeted for. and so that coupled with the ending of the funding from the usda is going to create a gap. in contrast to other organizations we funded through the rfp, they have budgeted a 6-9 month budget ending in i think february where they are holding to the budget. so, as a director of a department and public dollars,

you really have to -- i know we're in a pandemic and things unexpected come up, but it's not just in my view, an automatic response to a community base partner runs out of money because they spent it too fast from the budget that we backfill as a city. we are in dialogue with the board and mayor's office to shore up whatever gap may have occurred as a result of a couple months it is going to take the rfp at this point, given our budget proposal before you, there will be a gap when you couple the budget approval we put forward in late may to the mayor's office, and what happens after that. it's a complicated answer and i apologize. >> supervisor walton: i get it and i'm aware of how we

typically fund in the city. i will say if any department has been careful aside from work force development, it has been your department. i wonder if there's a way to make sure that we don't have a gap. i do believe you are the director that could come up with the path forward to avoid that. >> i appreciate that supervisor and we are working with the mayor's office for how it could happen. the fiscal year ends and budget cycle makes it difficult. but we are working on it and certainly i would appreciate working with your office, and president walton and supervisor safai i know you are interested and supervisor ronen since it is in your district, we would be happy to engage with you as

well. we're designing the rfp to issue it in july, which is going to be quick but my staff are up to it. >> supervisor walton: and just a quick question, unless you can answer this, i think the new senior escort service sounds amazing. a little interested in how it works. how do people access it. what do they need to do to be connected. >> thank you for the question. so we are in contract with self help for the elderly and they provide this service. and companions can be scheduled to accompany eligible residents on a wide variety of activities like doctor's appointments, grocery shopping and bank visits and things like that. and they're able to do it seven days a week. you just have to schedule it in

advance. self help has their escorts who are ready to do it and then users call in and they schedule a time. it's a pretty amazing service and everybody seems to be really happy about it. >> supervisor walton: i appreciate that. thank you. i'll check in with them for more details. thank you chair haney. >> supervisor haney: thank you supervisor walton. supervisor mar. >> supervisor mar: thank you chair haney and thank you directors for all the important work of your departments. especially over the past year plus. i had a few questions around the doss budget and dignity fund. and it's good to hear that the $3 million growth in the dignity fund is going to be resuming again this coming year.

and i had a question more about the housing support portion of the dignity fund. the fund, you know, it is incredibly important for services and programs across a number of areas but for the housing supports, i was just -- actually my question i think is what is the total amount for the dignity fund for this coming year. and then what is the amount for the housing supports. and then what types of programs, housing support programs for seniors and people with disabilities are being prioritized under housing support. and i'm interested in how it compliments the important housing work around affordable housing for seniors and people with disabilities and senior operating subsidies program.

>> thank you for the question. i don't know if i should turn it over to you director or dan? >> i think either our budget director or our deputy will be able to tease that out with supervisor mar. if not, we can get the dollars by the end of the day. >> supervisor mar: yeah, i would like to see that dollars for the housing and support that the dignity fund is funding.

>> i don't have it in front of me. the total in the dignity fund for the coming budget year is 61 million. a portion of that is mandated and a portion of that has various augmentations put in by the board and mayor's office over the last couple of years. we do work closely with mohcd on various senior and disability housing initiatives. i think we have funded directly a number of contracts around subsidies with providers and worked with mohcd on some of the permanent infrastructure affordable housing sites. i think our budget is around 3 million but we can provide more detail later today. >> supervisor mar: thank you. and then just one other question, the board last year we

passed the ordinance requiring a senior housing report or pipeline report to be produced. i believe doss was supposed to be leading the work on that. i was wondering if you have an update on that and the work around the senior housing pipeline report. >> yeah, supervisor mar, i think the responsibility shifted to doss. i know staff have been connecting on it. probably slower than had we not been in a pandemic but i'll circle back with staff to see where they're at. it's a new -- sorry, we

separate capital development and pipeline is bricks and mortar and we're generally the services component and subsidy and softer services if you will. it is a new area for doss to be leading but we have to do it in partnership with mohcd. >> supervisor mar: thank you. thanks chair haney. >> supervisor haney: thank you supervisor mar. supervisor safai, welcome back. >> supervisor safai: you know it. thank you. director, i wanted to -- thank you president walton for asking questions on food and insecurity. and i wanted to drill down a little bit more. we have been working with your team suzy and others and many people within your department and have had conversations with the food bank and reauthorizing

the food insecurity task force and we put forward legislation to create food fund. part of that is what you have discussed that we have been working on. i drove by the food bank, two of them in my district today with seniors in line with shopping carts. not a lot of families. not a lot of diversity. not really reaching a lot of the families that have been having meals delivered in the district over the past year. and outside of the work our community hubs are doing and distribution centers are doing. so we hope that you'll continue to work with our office on how the rfp will be written in the 14.5 to 16 million, how that money will go out. we understand this is not

ongoing funding but hoping it will lay the ground work for re-imagining how we get food out. people who are qualified, people who are cal fresh, wic, other areas of finding food support, they can go into a place of food empowerment market and choose the food think they need and not standing in line and waiting. we want to work with you. i know you want to move and there needs to be movement quickly but we strongly encourage you to work with our office on how that is going to be shaped. we also are very concerned about ensuring that ongoing that within your team and within the work we're doing around food insecurity, there's diversity in the staffing working with the

communities. that we're looking at this through a really strong equity lens. a lot of the impacted communities haven't necessarily been represented in your staff and vice versa. i understand we're going through a major reorganization. really just want to make sure we are continuing to have an equity lens as we continue to approach this work. he i'll give you an opportunity to talk about that and then i want to talk about the gap in funding and want to make sure we're not leaving 9,000 plus families hanging. i'll come back to that in a second. >> sure. so supervisor in your response of the crafting of the rfp, laying out the structure of what we hope city wide, we are

holding community listening sessions on food support to really get that sort of feedback from different neighborhoods, from different ethnic groups, from different ages. families versus seniors. because we really sort of -- use the cliche, making lemonade out of lemon. what we found out, food security was affected significantly by the pandemic. families, seniors, didn't have enough money to pay rent or purchase food or had to make those decisions. we quickly as a city responded and hsa's role during an emergency is care, shelter and food. once we moved that operation funded at a tune of over 40 million at the end of the day,

including federal support. it is now under hsa's umbrella. because it serves families, it is beyond just seniors and persons with disabilities. weary thinking structurally. since you mentioned the staff on it. that is one consideration. and the other is the rfp design to be reflective of not only community needs but with a racial equity lens. hsa has never pro fessed -- well, maybe we have, that we know all the answers in designing how community needs services. we are encouraged by the partnerships we've had to date and i think we'll come up with the beginning of reengineered food support structure of the city. even though the money is one time and it is going to be

fading out, we know that hunger persists in san francisco and we know it persists because it is an expensive high cost place to live. families even if they're working full time, often struggle to make end's meet. given the cost of housing and food and transportation at times and childcare, etc cetera. we're committed to not only the support that the budget has for food support in the near term, but using it as a launching pad to have what i would hope is one of the most robust food support systems in the country. >> supervisor safai: appreciate

it. we know it's not necessarily finalized where the initiative will rest. and we look forward to continuing to work with you on crafting the rfp. just to end on this, you touched on it a little bit, there's a whole host of organizations and $10 million that came in from crankstart but the other hubs that are serving families are not serving families on the scale of cona. so it's one of the reasons why this bridge of funding, we have to figure something out. it wasn't that they didn't desire the help from your department to work on planning on spreading the money out. i think it really just has to do with the volume and magnitude and when the usda funding cut

out. we really have to work together to ensure a way there's no gap in funding. thousands of families will be left without food on the table. and it sounds strange to say that given the resources we have in this city, and the amount of funding we have, but it has been -- i know all of our colleagues have been involved in really trying to ensure that the city continues to provide basic services i really think that we have to figure out a way. we can't leave those 9,000 families hanging and i don't think it was an attempt in any way not to manage the money or utilize the money. i don't want to belabor the point. but just wanted to put that out and say we have to figure out a way. we can't leave them hanging.

>> appreciate that supervisor. my response to president walton, i said to convey, there's a lot of moving part was the usda and crankstart money and money being spent quicker than anticipated. i agree. mayor's budget office and our staff are already engaging. we know the board is interested. we'll work together to find a solution that is going to work to ensure food support for that community. >> supervisor safai: thank you mr. chair. >> supervisor haney: thank you. i appreciate all of the questions. i agree with the general sentiment and appreciate your commitments there. i don't have further questions and i don't see any from colleagues either. and so we want to thank you all for your presentations and work

and we'll look forward to seeing you next week. >> thank you for your time. see you next week. >> supervisor haney: madam clerk. >> clerk: the next, department on this is children and family commissions. >> supervisor haney: colleagues, we will take a lunch break after this presentation because after that, we have department of homelessness. welcome. >> thank you. we will take a moment to pull up our slides. and just to say good afternoon and thank you chair haney and supervisors for your time, leadership and service. i know this is day 3, it is a lot of work for you. and like other departments, we will keep ours brief. i'm the interim director of san

francisco children and families. first slide driven by the science of the first five years of a child's life is the greatest opportunity and sets the stage for future growth. our core initiative centers around their early life, quality early learning experiences and early identification of developmental concerns and we work with our partners to build more equitable systems. the pandemic reinforced and brought to life the value and necessity of the services as they faced critical threat of health, wellbeing and livelihood. all of our programs adjusted nearly overnight and continue to make sure young children had places the learn and families would have easy access that met their needs.

our programs have met every moment the pandemic has thrown at them. now supporting return to in person. and so all of the initiates will continue throughout the coming year with the vital supports to families and children. next slide please. i wanted to provide you a little bit of a snap shot of our data. it does show for a small department with 53 funded programs, our reach is extensive, over 34,000 families and children. we see few disparities in our service reach but we know disparities by race consists. the community driven strategic planning centered on racial equity.

root cause analysis of every major initiative and design toward greater impact to eliminate child disparities once and for all. on the heels of this for our organization and grant programs. and we're modelling this from within. in partnership with the office of early care and education has started implementation of the racial equity plan. next slide. i want to highlight our approach for accountability. i know that's a focus of presentations and something we're proud of. it has always held good steward ship and keep it low.

we have no signature funding. we have oversight over all procurement and any contract over 25,000 and assure compliance with city ordinances and annually updated strategic plan. all funded initiatives develop a report on rigorous methods that align with goals. the first slide is annual report to the state and annual impact to states. our budget breakdown, 93% of our funds are dedicated to our focus areas with a low 5% general operating cost. so we have family support at 18

prilen. the support implementation and oversight to a network of 26 family resource centers. they have about 9 million going to the system supporting all of the capacity buildings to ensure that programs can be the highest quality for children. in the areas ofz health, about 7% in health which is our national help me grow initiative for early identification. this slide highlights the 28 million investments and some of the shifts between commissions of last budget cycle and into the future. we had a decrease in early care and education state grants, aligning up with the shift's

shift away from childcare. we're moving toward regular and comprehensive monitor. we have a slightly greater investment in administrative and operations to support enhanced accountability and department organization. this did not resolve in cuts. all initiates remain whole. on the horizon for young children, in 2023, unite under a new department of early childhood dedicated to the early education health and wellbeing of young children and the strategic planning has the work of both departments in partnership with communities and

wants to identify these. with that, i'm happy to take any questions. thank you. >> supervisor haney: thank you. appreciate it. colleagues? questions? >> supervisor walton: thank you so much. i know you have a -- not a large department but i did want to know, what your plans are towards racial equity and with the action plan, particularly for this coming year. >> yes. thank you. so as mentioned, we have a lot of it begins with our strategic planning. which we are in the midst of now and dealing with different strategic planning than before, not only because of the partnership with early care and education but because it goes

out to the community. we spend a lot of time deep in the strategic planning and having parent-led focused series of conversations to learn about the needs, experiences and suggestions and to actually move into that phase. these parent led coalitions will be specifically with the black, pacific islander community and latinx community. a lot of it starts with strategic planning. we're holding ourselves accountable to what we have designed and impacts we set out to accomplish. aside from that, even though were in the middle of strategic planning, there's a lot of things that have happened already and will be ongoing and parallel. one of those, i noted in early

care and education, the quality standards. for the first time it includes anti bias and anti racism. so we are now monitoring them and providing support for anti bias and racism practice. the other thing to touch on in family resource centers, as you know, we have a family resource initiative that is ongoing but we have been taking a step back to do some additional focus groups and planning in that area. those two have been centered and in partnership with their families, what kind of family

support does he need. please continue to pay attention to your welcoming environment and it doesn't take much but welcoming goes a long way. the other area we have heard that we will be addressing this year is around educational navigation support. and more in sentives, identifying special needs and support and navigating. then lastly, very clear is the need for intentional and impactful connections. not just hand offs as we go. we want hand offs that are intentional and impactful. we have heard this and are acting on it and will release pilot around that.

and the racial equity plan beginning in the area of retrue. tejz. we have several staff we are hiring together. out reach and drawingant typical programs, we're going above and beyond that and have had some opportunities to test that out and had some success. >> supervisor walton: thank you. i want to appreciate working on training and practices about anti bias and anti racism and for calling out the racism part. i appreciate that. my last question is is back up tax revenue continuing to shrink? >> it is. not as raled as our projections

were when we did those a few years ago. there have been some states with new measures that allow for some additional dollars but nothing has really come through at this time. >> supervisor walton: could you send over the difference between last year and this year if you get a chance in terms of the number reduction? thank you. thank you chair haney. >> supervisor haney: i don't have any specific questions. colleagues, any additional questions or comments you all have? thank you for your work and your time.

and all of the folks you impact and we deeply appreciate your work and we will see you next week. >> okay, thank you very much. >> supervisor haney: all right. so colleagues, we are now -- our next presenter is the department of homelessness and supportive housing. i'm inclined to take a lunch break right now. if we could come back at 1:45? and continue. so about 36 minute break. and then we'll continue. all right. we'll recess until >> chair haney stand by.

>> supervisor haney: we are reconvening and welcoming you back to the budget and appropriations committee of june 16th, 2021. madam clerk, will you please call items 1 and 2. >> clerk: item 1, budget ordinance for all estimated receipts and expenditures for the departments of the city of san francisco as of june 1st, 2021. item 2 positions in the annual budget and appropriations continuing creating or establishing these positions. members of the public who wish to provide public comment on the items should call 415-655-0001. meeting id, 146 314 4843.

then press pound twice. if you haven't already done so, dial star 3 to sign up to speak. mr. chair. >> supervisor haney: thank you. and welcome back from lunch. we are going to continue. we have 14 more departments to go. so we will take at least one more break later this afternoon. i'll let you know when that is going to be. now, i'm going to bring up department of homelessness and supportive housing.

. >> good afternoon supervisors. sorry, i got kicked off for a second but i'm ready to present as soon as our slides are up.

i think we're having some technical difficulties. sorry there we go. they are up now. so i'll get started.

good afternoon. i'm the director of department of homelessness and supportive housing to provide a brief presentation on mayor breed's fiscal budget. i'll discuss the key investments and how they tieback to chair haney's core principles that reflect our shared values. we look forward to the discussion following the presentation. next slide. sorry now i'm having technical difficulties. >> i'm having difficulties as well. dylan, are you able to share

your screen? i think we're all having technical glitches here. let me see if i can share this time and if it works. >> i'm not able to move my notes but i'm just going to go off here for a second. our total budget, mayor breed has put in her budgets over a billion dollars over the next two years for homelessness. we're thrilled about that. that is $671 million in the first year and $596 million in the second year. dylan, you can move to the third slide. so, one of the things that we really wanted to focus on was

today really immediately was to talk about the resources that we need to really sustain this department. we are really underresourced and as we have investments in homelessness and supportive housing, we need to build up the capacity of our department. we have a number of positions that we are asking for in the budget that the mayor has put in her budget to really help build our capacity from program to contract management to fiscal budget and planning. those are all really important things we need to sustain this department. one of the things we're really excited about is that we have about 95% alignment with our city our home proposition c committee. and we worked really hard to get to as much agreement as we could.

that's 49.3 million in approved spending for immediate needs we were given in december 2020 and proposed spending in the two year fiscal period. and that will create 2500-3,000 new housing placements and prevent homelessness for up to 8,000 households. also support new and interim shelter and maintain our covid-19 response. so some of our new housing investment highlights, acquiring and operating 800-1,000 units of permanent supportive housing. expanding medium term subsidies and housing choice vouchers. housing choice vouchers we just found out about that, that's

something new we had not initially known about when we first started the briefings with all of you. and then in thinking about building a better city, increasing clinical and health services and permanentive supportive housing and that's a great partnership we're doing with the department of public health. we're capping all permanent supportive housing rents in the city's portfolio to 30% of income to assist 2800 residents to remain stably housed and chair haney, i know that is something you were personally very excited about. and then just racial equity, we have implemented the hsh plan. we are working to develop a racial equity roadmap for ourselves. we're in the process of hiring a

chief equity officer and training officer to prioritize the implementation of the work and look at all of our practices internally, how we recruit staff and maintain and do discipline and promotions and i think it's really important to me personally that we are going to be able to implement that. also, we're going to be able to work on equity within our system and we will work with our chief equity officer and community providers and clients to really get to that point. particularly focusing on some of our black and latinx run organizations and making sure there's equity in our system. and then investing in alternatives to policing, such as the street wellness response team. really doing new investments in prevention and problem solving and creating opportunities to

outreach and engage with our providers. we're expanding what we are calling a problem solving plus rental assistance to assist 1,000 to 1500 interventions. we're implementing our new homelessness financial services through regional collaboration effort and expanding eviction prevention and stable housing partnership to provide up to 2500 interventions. and then we're expanding emergency shelter with new service models. we have talked to all of you about our safe parking plans that we're going to have two new safe parking sites. we're continuing operations of our non congregate family shelter and we're excited about

the navigation center on post. and we're continuing the alternative shelter response and safe sleep and maintaining 120 rvs and trailers in bayview for emergency intervention. and our street response teams will include sf hot and community paramedics. and then, again, continuing on with the rebuilding a better city in response to covid -- almost done. in response to covid, we opened 25 shelter in place hotels and served over 76 unique individuals and committed to providing stable exits to get to rehousing. in the proposed budget, we have assumed fema support for the hotel program support will end in september and we want to ramp

down by may 2022. so it's really expensive to maintain this program. we're going to demobilize it as soon as we can but that's what we think it will take to demobilize it. that is the end of my presentation. i'm sorry, i did not access my notes. hopefully i didn't leave out anything but we are here to answer your questions. >> supervisor haney: congratulations to you director mcfadden and thank you for taking on this critically important role. supervisor safai. >> supervisor safai: i'm trying to minimize the energy we expend today. director, how are you doing? >> i'm okay. how are you doing? >> supervisor safai: good. sorry about the technical

difficulties. we all got the information in advance and were briefed. you're doing great. thank you very much. i want to zero in on a couple of areas. first, and i'm saying this to all of the departments, you all have done a tremendous job over the past year. we have been working diligently to do the best we can and i know you just assumed this position recently. you were at adult and aging services and working on so much of the response there and now your team -- i think we're in alignment on the majority of things proposed today. and really excited about the hotel purchases. we have been talking about that for some time. i think that's a wonderful thing and i know that you have a strike force team that is going to be coming back soon with solid recommendations on purchases for long-term supportive housing at a cost that we could never do if we

built them from the ground up. i'm excited about that. i'm excited about the vouchers that will allow people to have rental subsidies. i'm excited about the safe parking and permanent rv structure that you all have invested in in district 10. i think that's wonderful addition to what we have to offer here. one area of concern that i have is i'm not convinced that spending $57,000 on a tent is the right allocation. $15 million for 260 tents, however we slice it comes out to $57,000 a tent. and i just feel like we can come up with better solutions than this. i understand there are people in

the safe sleeping sites as they are right now, but i really want you to respond to that and see, you know, if we can ramp those down quicker. i think we're spreading it out over a longer period of time. i don't think we need $20 million over two years and i don't think we need 15 million for this year which comes out to $57,000 a tent. i would like to see that money spent differently. maybe beefing up safe parking. maybe there are other areas in congregate shelters or centers or whatever other solutions we may have. certainly don't want to leave them out on the street. not talking about kicking anyone out, but extending it for the period of time where it is $15 million in year one seems excessive. wanted you to respond to that. >> sure. thank you for that question

supervisor safai. that's a very good question. emily, do you want to answer, i'm happy to answer too if you want to me. we agree it's an expensive intervention and we don't intend for it to be super long-term but right now we have a real stretch of our system as we bring people out of the hotels and we feel we need every shelter bed and tent area we could get and this was an attempt to work with community members in the sites where we have safe sleep so that we don't experience a lot of tents on the sidewalks and in the streets. and that we're really being as responsive to the needs of the homeless people we're serving and the needs of the community and where those people are residing. we're happy to continue having a discussion about it. trying to be really innovative in thinking of other ways to do

this. but that's our current solution to some of the issues we have been seeing. >> supervisor safai: and i want to call out our city our home oversight. i think they did a tremendous job community driving process, being involved in working with your department. i just don't think spreading $15 million out over this year. if we could accelerate the time and look for the individuals the have a more permanent placement or opportunities and prioritizing them, that would be a way to reduce this cost and the amount of time we're spending on that. i don't want to belabor the point. between now and next week, i really want to drill down on that $15 million for 260 tents seems pretty excessive. i understand there's a category

that the funding has to remain in. i wanted to ask you about the vouchers for the homeless -- excuse me -- homeless prenatal, homeless pregnant looking for emergency housing. i know we chose not to prioritize that in this right now. i know we have about 4,000 individual calls for housing for pregnant women, women in general looking for safe shelter. i wanted to give you the opportunity to talk about that as well. >> sure. for that i will defer to deputy director. >> good afternoon supervisors. through the chair, supervisor safai, thank you for the question. the our city our home committee

recommended hotel vouchers for homeless pregnant women and specifically a couple other subpopulations with specific recommendations for. we don't disagree this is an important program. we recognize the vulnerability of this community. within the shelter, resources of the our city our home funds are restrictive and we prioritized to have the operating resources to continue existing the navigation centers that were recently opened and we didn't have as much flexible in the fund to move forward with that on the budget. >> supervisor safai: right. but i do think we have flexibility within the existing categories that you could prioritize this. it hits a number of different specific areas. it deals with domestic violence

and homeless families and prenatal care. i think that's something we would really like you to take another look at and the cost up front saves a lot of costs on the back-end. i just think it would be really helpful. the other thing i wanted to talk about was some of the flexibility within different categories. i know we have justice involved and veterans and we have a lot of different categories that if we don't prioritize them individually, we go into a coordinated entree system that prioritizes people on length of homelessness and other scoring systems but then categories that are subcategories end up being

ignored and the homelessness can be made worse in those areas. i wanted to give you an opportunity to talk about that. and the lack of targeted categories and how we can better serve those, rather than just having a pool of flexibility. i understand why it would be important, but in the meantime, we end up missing out on those individuals that might need the specific care for their particular group. >> that's a good point supervisor and i think for me and some of my team who are fairly new, we're still digging into that issue. i think it's important to have a coordinated system and i believe deeply in that and we need to find a way to be flexible to prioritize the right way and we're thinking about the

vulnerability of folks who need to get into the system and kind of what sequence. so we're going to spend some time working with our staff, with our providers, with the community in general to figure out whether we can get at what you're talking about and get to a better flexibility around that. i'm very new in this job so i can't say i understand all of the in's and out's of it yet. that's something i commit to work on with our teams. >> supervisor safai: i think having the flexibility to deal with the different categories is really important. each one requires a certain -- as you know, i'm telling you things you already know but single woman or pregnant woman or families, veterans and the longer each one has to wait, the

longer their situation becomes worse. if we have targeted categories, we're able to kind of rapidly deal with the categories. those are the points i wanted to say. i'm very happy with the way in which this is headed. the one point i really want to drill in on between now and next week is safe sleeping. i think we can accelerate the time frame. you proposed two years of funding and i think if we decrease the amount of time that we are relying on that, i think it will allow us to shift money into other areas. let's spend some more time between now and next week talking about this. i think that's something i'll have a hard time supporting. >> thank you supervisor.

>> supervisor safai: thank you mr. chair. >> supervisor haney: absolutely. president walton. >> supervisor walton: thank you chair and thank you director mcfadden. just got a few questions. one, how many vacancies do you have in the department? >> i believe we currently -- i'm going to ask staff to step in again. i believe currently 12 vacancies. >> supervisor walton: 12? thank you. and how many exempt? >> gigi, can you answer that for me? >> president walton, we have approximately 60 exempt positions, some are charter exempt. many of those are for the covid response and about 11 of those are for staff that are permanent but have taken a leave of

absence maybe for a promotion or being backfilled. >> supervisor walton: are the covid response staff still reflected in this budget? >> yes, they are. >> supervisor walton: thank you. and thank you for being proactive in answering questions around racial equity. do you have an idea of how many unaccompanied minors we have living on the streets in san francisco? >> i will refer back to the deputy director for that answer. >> president walton, yes, the most recent point in time count identified about 1200 transitional aged youth experiencing homelessness. we have expanded programming for this population since then. there's optimism. but this number will be reduced

when we do the next point in time count in january. >> supervisor walton: an example of what we're doing for unaccompanied minors? >> absolutely. we have a brand new navigation center which we're very excited about run by third street clinic. that program has been up and going since february, january or february. and doing quite well. it's at the full capacity for covid. additionally we have a small number of shelter beds for minors in the system sort of ongoing basis and then really excited to launch the subsidy pool. as we speak it is getting going. we're excited to be able to house in their neighborhood of choice with wrap around services

with ongoing financial support of the subsidy and then through the our city our home fund and allocations for acquisition, a portion of that goes to permanentive supportive housing. it represents about 10% of the homelessness and funding. >> supervisor walton: and just a quick question. concerns about some of the funding for some of the justice-involved families. what's going on with beds for justice? are we increasing the number? >> in terms of -- director mcfarland, do you want me to respond? we do not necessarily put a

difference if it is justice or not. i know this was a priority out of prop c and we are in agreement that we need to identify better ways to serve this population by working with providers that serve this population and targeting some resources in that direction. in the problem solving category of funds, that were recommended by the committee, there were specific call-outs for serving justice involved families and we agree that is a priority population to continue to serve but we don't have a program-specific model for justice involved families. >> supervisor walton: is it on the way? >> i think that's still to be determined. depending on what comes out of the budget and go through an rfp project to determine the best

way to utilize the funds. >> supervisor walton: thank you. thank you chair haney. >> supervisor haney: supervisor mar. >> supervisor mar: thank you for your presentation. and for all of the important work the department. this is really an incredibly important moment in our work to address the homelessness crisis. and with the funding and plans to make historic investment in permanent supportive housing and services for unhoused population. i just had a few questions. actually following up on president walton's question about the vacancies in the department. i had commissioned if budget and legislative analyst office to conduct a performance audit of the department released last year. one of the key findings from the bla was that the department has

been slow to fill vacant and new positions that the l.a. report found that in fiscal year 19-20 that the department had 36 vacancies. i wanted to verify that is the case, that the vacancy rate has dropped down 12 positions or -- >> supervisor, thank you for pointing that out. as you know, this is the first year we had a fully staffed hr team and i'm pleased that we have gotten that 25-30% vacancy rate down to about 9 or 10%.

it is very encouraging. we have a robust hiring plan to keep pace with that. thank you for noticing that. >> supervisor mar: thank you for the positive update on that. another key finding was that the department doesn't sufficiently monitor the service contract, which is such a big part of the services provided and department's budget and more specifically they found that there's a large percentage of the contract that we're not spending the budgeted amount. i think it was 12% of the amount budgeted for service contracts were being unspent. as of the 2019-2020 fiscal year.

given the significant expansion in services that we're looking -- that's reflected in the proposed budget. i wanted to see if you could share an update on improvements to monitoring of the service contracts and this was highlighted by the bla report. over 12% of the budgeted amount for the service contracts for the last fiscal year was unspent. >> thank you. so thank you for the question. you know, we've been working closely with the controller's office to standardize the program monitoring. due to covid, we weren't able to quite achieve our goal for finishing our program monitoring

process. we've made a lot of improvements and in the middle of a hud audit right now. with the new leadership team, with additional capacity and support from the controller's office. i'm confident we're move nothing the right direction. these standards will continue to be rolled out as we implement the new prop c funding. >> supervisor mar: thank you for the updates. as we significant expand services for the homeless population, hiring and filling vacancies in the department and in monitoring our service contracts, more effectively to ensuring that we're achieving our goals. thank you. >> thank you. we look forward to sharing more

at the upcoming hearing. thank you. >> supervisor ronen: i'm going to try to be really quick. thank you director for taking on this challenging role. it's good to see you here and i look forward to you getting fully situated in your new role. i wanted to echo supervisor safai's concerns about the cost of safe sleeping sites. i agree that they're -- they should be sort of a low cost intervention because it's not offering a whole lot. and yet, seems to be as expensive if not more so than navigation centers and i know it takes a little more to get a navigation center up and running than it does to get a safe sleep site up and running, but it is just the cost of these things, it doesn't make common sense.

i appreciate and wanted to echo supervisor safai's comments about that. i also wanted to just mention geographic equity. it has always been an issue in terms of homeless services and navigation centers and all of the different services that are available around the city. you know, i know there are new sites you're looking at in my district and it is hard for me not to be supportive because i want services, but it would be nice if all of the services weren't in district 6, 9 and 10. i know you have a new center in district 5 which is great. it's time for the rest of the city to step up and contribute to the solutions here.

finally, with the safe parking sites. you know, we need those so badly. we have needed them for years. and the two that you have funded in the budget, how many vehicles will they accommodate? >> so, deputy director, i may ask you to respond to that -- or -- >> absolutely. sorry, that's a great question. we're currently funded -- anticipating funding support to about 200 parking spots within two projects. so this includes funding for start-up costs and ongoing operations and as you well know and supervisor safai and i have discussed at length, the cost of start-up depends on the site we select. there may be some flexibility in there but with a conservative estimate, we think we can serve

200 households at a time. >> supervisor ronen: that's fantastic. in the pilot site, how many spots were there -- 26 or something? >> i believe it was 37. >> supervisor ronen: this is music to my ears. we need that so badly. and there is an effort on this board, i know supervisor chan is taking a lead on this to really not penalize people living in their homes with tows and fees, it is expensive to be poor. that's so great but we also know that it's not safe to live in many places in the city in your car. and i'm so excited about that. i can't wait to get them up and running. do you have an estimate of when the sites will be open? >> we don't have a firm timeline

on those. we have identified one possible location. really committed to supporting the bayview neighborhood with the challenge in that city and looking for the second site as well. we are actively looking for sites. if you have recommendations, feel free to reach out to me. >> supervisor ronen i wanted to respond to geographic equity. that's something we are looking at. we're looking at it with the acquisition strike team and really thinking about working together to figure out how to make sure that the purchased sites are really representative of the various neighborhoods in the city and we're having that conversation every single time

we talk about one of these interventions. i wanted to assure you that we care very much about that. we are really trying to work on that. we hear that. >> supervisor ronen: you made my day with the 200 parking spots. that is very exciting. thank you. >> supervisor haney: supervisor preston. welcome. >> supervisor preston: thank you chair haney. i'll start just to thank the committee for your tireless work during the budget process. i just have a comment and just a couple quick questions. and i just want to start with thank you director mcfadden for all of your work and being alt the helm. i think we're all excited with the work you're doing and to continue collaborating with you and thank and recognize your team for all their work, particularly during the pandemic

and really want to express my appreciation for the partnership with hsh and covid command with the safe parking site. and also, the emergency family shelters and so many other things we have collaborated on. our increase of homeless service infrastructure in district 5, even the things that were temporary recently have had an impact on the neighborhood. we're looking forward to working with you in the coming year and with the acquisitions team. i want to make it crystal clear, we're one of the districts that has not had a lot of increase to our infrastructure and we are eager to. so when supervisor ronen sites the various districts, we want d-5 on the list. look forward to working with you to make that happen.

i will correct one thing though, we do not have a navigation center in district 5, that leads into my questions for you today. i wanted to follow up on president walton's questions about it. there's been a tay homelessness crisis that has not been addressed in a meaningful way and resources have been removed from the community and not added to it until recently during the pandemic. the first is bridge housing. bridge housing is critical to tay being able to have a path out of homelessness according to the tay providers. folks just need extra time getting out of homelessness. my understanding is we cut the bridge funding in this budget. wondering if i'm reading that right, why that is and if it would be a priority to restore

then. >> thank you director. through the chair, supervisor preston, we're excited about many of the new tay investments. bridge is not a model we have ever funded before per se. it's a proposal for basically a shelter stay without a time limit. we're open to talking with the providers about ways the amend the program but don't feel prepared to invest in a program model we haven't utilized before without a robust conversation with the providers. there were no cuts but there were recommendations from tay providers for a bridge housing program. that is not something we have traditionally funded or done

here. one of things we're looking at are navigation center and how we look at lengths of time and support services there. and then our existing rapid rehousing, working with the providers to become more flexible about how the subsidy can be utilized depending on the need of the particular young person. we're work ing with the providers to help meet that need. we understand there's a mismatch between the rapid rehousing allocations and needs. very much working with them but no specific cut on a bridge housing model. >> supervisor preston: thank you for clarifying. that's something we are hearing from providers. especially because we don't have the navigation center in d-5. it becomes that much more

important to have the temporary solutions. and so the other thing i wanted to ask was around permanent housing for tay and as you know back in 2015, youth commission supported san francisco operating almost 400 units of permanent supportive housing to address the need tay. other than the new facility, are there other units currently set aside specifically for tay and how many additional units will there be for tay in the up coming year? >> thank you for that question.

we do have new tay rapid rehousing which i believe is 210 new spots and flexible housing subsidy pool resources and as i mentioned before, a percentage of the new acquisitions funded by our city our home will go towards tay. really significant new resources coming in for young people experiencing homelessness and one of the great things about the rapid rehousing and flex pool, they can be used in any district. for young people, if we can find a landlord to work with them, they can stay. the idea is to take the subsidies with them where they want to go. i know we have been able to house young people and adults in

much more diverse neighborhoods with the new tool. we don't have brick and mortar for the housing we have this flexible option. >> supervisor preston: so the city wide program -- there's nothing set aside specifically. >> correct. it's 210 subsidies set aside for young people. >> supervisor preston: i will wrap up there. looking forward to working with you to ramp up to meet the need and i just want to say, it's the key to solving and addressing the long standing homelessness crisis and thank you again for all of your work and partnership and excellent communication with our office. we appreciate it.

>> supervisor haney: supervisor safai. >> supervisor safai: just real quick back to the safe parking. i didn't want to gloss over that. really appreciate and thank you supervisor ronen for some of the additional questions. 200 spots and $7 million and the controller's report we did showed that with start-up costs would be about $24,000 a spot. prior to covid, about 70% of the increase in homelessness city wide were people living in vehicles. unhoused living in vehicles. so if you compare that and the count had that, i think, correct

me if i'm wrong, but i think that was around 6 or 700 vehicles that were recorded with people living in them when we did the count two years ago. so i'm excited, yes. and we have worked diligently over the past year, we wanted to see the model and that's why we did the 35 spots and expanded it to 200. but i don't think it's getting the level of investment equal to safe parking. i wanted to draw that line. $24,000 a spot versus $57,000 per tent. 7 million compared to 20 million and it falls under the same category. i know you are committed to safe parking and we have people living in tents and we have to figure out a good transition, but i really think we can

accelerate the transition out of the safe sleeping and maybe shif some of the money. let's continue that conversation. >> supervisor haney: thank you. i have a few questions. i'll try to be quick with them. one is about how we're thinking about call it deferred maintenance or renovations on properties that we are -- that we're funding or contracted with. you know, i am often contacted by tenants who live in supportive housing and i know we are expanding spousive housing about some of the conditions and the need for certain ongoing modernzation, issues with elevators. all of those kind of things. is that a part of your budget or

how are we dealing with that. i know we are acquiring more from supportive housing now. i'm concerned about the need to make sure that the liveability of the ones we currently are connected to is receiving adequate investments. >> so you know, as you're aware chair haney, there's money in the bond prop a for new acquisition. we also with additional money have been considering acqui acq

permanent supportive housing that we are occupying. the department when it was formed really inherited more than 1,000 units of mass release housing without a robust plan for capital needs, the department was pro active in receiving about a $3 million fund to draw on for things like emergency repairs and elevator repairs. i would be the first to admit it's not completely adequate. i think as we move to a model of greater acquisition, potential city ownership, we're going to continue to try to seed funding for these repairs. i think the other thing to note, where there's mass released housing, there's a private owner

and through our leases with our nonprofit who hold the leases, many of those warrant expensive moves comes down to the owner. and often times our department is -- steps in for those emergency repairs and funding. i think, again, the benefit of what we're trying to do with the expanded acquisition and looking at did existing portfolio is the deferred that you mentioned. >> supervisor safai: so basically the acquisition is part of the strategy to deal with it because we might actually acquire some of the buildings that are leased

currently? that would allow us to do the maintenance ourselves but other than that we don't have a lot of direct ability to support the maintenance and renovations mass released by contractors. i'm not entirely clear. >> we have about a $3 million capital investment fund from repairs if needed or elevator repairs but it is the responsibility of the nonprofit to first go through the process, a private owner around some of the maintenance. i think as we move forward with more city ownership of property, instead of a priority owner,

there's a greater opportunity to make sure we are a proactive approach instead of reactive one. >> supervisor safai: there is a $3 million annual fund for this. that in itself is not going to be adequate. some of the buildings have much more than $3 million needs on their own. is there anything we are doing differently in terms of data and tracking and transparency? i -- we're going to make unprecedented commitments in addressing and solving homelessness in our city this year. that's a very good thing and we all support it. i think how we're seeing the impact of the dollars and how

we're able to demonstrate the positive changes and not just demonstrate it but be able to hold ourselves accountable and our systems and identify gaps and what is and not working. how are we investing in those systems as a part of the new spending. i think what we did with covid, where we had all of the data that people could see, we need similar types of systems that everyone would agree it is a challenge and we want to demonstrate what we're doing and hold ourselves accountable. are there new things we're doing to end homelessness for people.

>> thank you for the question. i may ask the deputy directors to weigh in with more detail in a minute. i agree with you that is absolutely important. one of the things this budget is going to do is help us staff up so we can get did support we need to really do a good job of tracking. we have under advanced capabilities and we'll look at other models we know are super successful in tracking and we will be making investments in our system so we can get better information out to the public. one thing i noticed immediately is people are very confused about what the city does and the fact that we have historically

made very good investments in the services but haven't been able to tell the story and we need to be clear on how we're moving the needle on homelessness. i can refer to tep difficult director -- >> supervisor haney: i appreciate all of that. i guess i just want to be -- for all of my questions, i want to be very specific. i guess what i'm asking, is there anything new or different we're doing or planning to be transparent or accountable. i appreciate the acknowledgement of its importants but is there anything in the budget or that

we're doing to hold ourselves accountable. >> go ahead emily. >> chair haney, i think two of the things that are new within this budget, additional staffing capacities for data and performance and advanced planning to make sure we are doing the tracking we are talking about. i think we learned a lot coming out of covid outside of just our department but being transparent about the rps .we're going to look into public tracking --

for the whole homeless response. as you mentioned, we are accountable to the public and to each other on our outcomes. there's a knew collaboration and the committee that we'll be doing together. >> supervisor haney: great. thank you. i want to undercore how important that is. at any given point, you can see how many people do we have in navigation and how many in permanent supportive housing. it is a huge amount of money we're spending. it is the right thing to do but

we have to hold out comes and each other responsibility. you think the srns returning back to -- it lends itself to a lot of misinformation and i think that's dangerous. and again, i think and responsibility. that is your department's role with the actual street response. this is something often perplexing to our residents and even just superviors like .the homelessness on the street is not the department of

homelessness itself. you can speak to the hot team and everything. it's sometimes hard to pull it all together and when -- for example we say this person is on the street, they need republic. it's a little confusing for me to have to explain it. it's not the department of homelessness. and i think ultimately it should be. but can you explain the role that you all have on the street response and whether it's more. when i say street response, people who are homeless are out there. we need to obviously enter them into a system and you arele

reallying. are you taking a greater role or lesser role and how are we integrating it into a system that works and makes sense. >> we are taking what i would call a greater role. we have the hot team working with the paramedics to do wellness response. certainly the hot is responsible for street engablingbility and they do a lot of top. it is a little confusing because it sits under the department of emergency management and that's a different response and they're working with encampments and while we certainly partner with them because they make referrals

tore us for shelters and housing options, that is technically not under hsh. i think it does get a little confusing but we see ourselves being responsible for engaging them. we do see ours working in partnership with both departments on those things. we also work closely with the fire department and department of public health because they have outreach teams as well. i think in the new system with the different teams, the idea is to get the right team out for what is needed. if it's drug overknows, if it's

wellness. we have to be strong partners with each other across the department. covid taught us that, we can do this as a city. >> supervisor haney: i do think if we're going to create a system that works, it is comprehensive and fluid and such, we have to rethink the street response and what it looks like and you know, i know we're doing that in other departments but i think ultimately i would like to see the street response be more directly under the department of homelessness. last thing i'm going to say, it's not necessarily that you

would agree with it. when we think of vacancies, you all have so many permanent supportive housing providers you contract with and it is very important that we continue to provide cost of living increases, the cost of doing business, making sure that the jobs that are a part of our larger homelessness response system, in many ways, largely community jobs, community organization jobs that they're sustainable and well paid and professionallized and we're paying so little and they're commuting from two hours away and there's a huge amount of turnover, it is going to affect our ability to be have response. and i want to give appreciation to you and your staff and all of the staff that make up the

broader response to homelessness increasingly within the cbo set of organizations. with that, i am going to -- i know we have an item that relates to you all. so madam clerk, can you please call item 6. >> clerk: resolution approving the fiscal year 2021-2022 expenditure plan for supported housing fund. members of the public who wish to provide public comment, call 415-655-0001. meeting id, 146 314 4843 then pound twice. dial star 3 to line up to speak. please wait until the system indicates you have been unmuted and then you can start your comments. >> supervisor haney: great. i'll turn it back over to you

all. >> the resolution seeks approval for expenditure plan for the upcoming two fiscal years, submitted to the board annually with the budget as part of the administrative code requirements that require funding in excess of 11.9 million must include the expenditure plan. the next two year budget funds $19 million per year. predominantly for housing. permanent supportive housing for homeless and formerly homeless clients that are on the county adult assistant program. it pays for roughly 1200 units

of housing and support services and money management and we ask for your support. i'm happy to take any questions. >> supervisor ronen: could you talk about our city our home recommendation to purchase the hotel in my district as a replacement for sunset program that you shut down for the youth and why you didn't accept that and why it's not included in the

plan? >> sure. i can take an attempt -- unless emily you want to go ahead. so there's $400 million including the bond for acquisition of new permanent supportive housing. i believe the site you mentioned is one of the many, many sites we're looking at. just to clarify on the sunset hotel, we no longer utilizing that site. we're moving all of those youth to a great new site. and it will accommodate everyone at the new permanent supportive site, the sunset hotel is not permanent supportive housing. i would say discussions are ongoing about that site in particular that you mentioned but that's part of the broader acquisition planning. >> supervisor ronen: my understanding is that the sunset and what could potentially be

transferred is bridge housing. not permanent supportive housing that plays an important role for tay. is that in your acquisition plan? >> as emily mentioned earlier, bridge housing is not something we have traditionally funded as a department. we're open to additional conversations about what that model could look like and how to better serve youth through interventions but we haven't funded bridge housing per se in the past and that's not in the budget. as you know supervisor, there's enough sort of broad flexibility within the budget to it rate on the plan and right now -- >> supervisor ronen: i'll follow up with you separately about this. i think it's important. let's move on. thank you. >> supervisor haney: okay. so i don't see anymore questions

about item 6. madam clerk, can you see if there's public comment on item 6, just the homelessness and supportive housing fund particular part of this item. >> clerk: yes. we are checking to see if there are callers in the queue. members of the public, please press star 3 now to be added to the queue. for those on hold, wait until the system has indicated you are unmuted. >> we have five callers in the queue. >> hello. is this for me to speak on behalf of the prop c? or do i have to wait? >> supervisor haney: well, it

depends. you can give your comment. >> i can do my comment now? okay. good afternoon supervisors. i'm with parent voices. please add back the $900,000 for childcare resource and referral and please honor the funding mandate. children can't speak but we can for our children and our future. thank you so much. >> clerk: thank you. next speaker, please. >> supervisor haney: i should be clear, this is not the correct item. this is just about the homelessness expenditure plan and the current year. this is not about the other department presentations. hold your comment if it is

anything other than the homelessness expenditure plan housing fund. (please stand by...) >> welcome, caller. >> good afternoon, supervisors.

i'm steve courier. i'm calling regarding item number 6. i hope that you receive my e-mail that i received on june fourteenth specifically on the two new proposed safe parking areas in san francisco. it was a drop in the bucket of what's going on now with all the vehicles parked out and i know that president walton has got an issue in his district, district 10. so i urge you to fund this.

although we had only about 3,five hundred parking space, i think two hundred would be advantageous and i highly encourage. >> clerk: speaker's time has elapsed. >> thank you, caller. i believe there's one more caller in the queue. again, this is public comment on the department of homelessness and supportive housing fund expenditure plan. if you wish to comment on other items, please call back later. >> ibeen listening to this and the people know that human

beings shouldn't be living like that. so we need to have the input from those who are adversely impacted. right now, in these presentations, we've got nothing, but kicking the can down the street and wasting taxpayers'' money. thank you very much. >> clerk: thank you for your comments. next speaker, please. >> great, thank you. good afternoon mr. chair and supervisors. i am the policy member for manager for glide. glide was one of the original cosponsors of prop c and we ask that you fully fund the our city our home oversight and really the betrayal of the legislation. prop c was a peoples'

initiative and we incorporated to ensure that homeless people and their committee were centered to help fulfill the promise of the pop situation. after conducting 17 listening sessions clerk sir. we have to pause your time. this is, again, a resolution on the department of homelessness and support housing expenditure plan. this is not the public comment on prop c. thank you. are there any other callers in the queue? >> there are no more callers in the queue. >> clerk: thank you. >> chairman: thank you for that. public comment is closed. for people who have general public comment about the department of homelessness full budget, that will happen at the end after all the departments present, likely this evening. so we need to, i want to make a motion to move item 6 to the full board on sdwrul 13th with

a positive recommendation. is there a second? >> second. >> seconded by supervisor mar. madam clerk, can we have a roll call vote. >> clerk: on that motion, [roll call] there are five ayes. >> chairman: a positive recommendation on july 13th. madam clerk, can you return to items one and two. >> clerk: yes, chair, our city our home is next on the agenda. >> chairman: great thank you so much h. s. h. we invite our city our home to present.

>> all right. hi even. i'm going to be sharing a screen hopefully successfully. and i really apologize because our very powerful chair chanel williams and did 'antonio both had emergencies and i'm kind of co-sitting for them and i'm assuming you can see my screen. so basically, what i'm going to focus on is just the process and kind of the differences between the mayor and our city our home investment plan because i think the homeless department did a good job of breaking down the investment plan already and i don't want to repeat. you can see here just as a reminder, why does homelessness happen. we're talking about housing cost, and racism and other

structural inequities and housing justice is racial justice. we really want to have a strategic alignment of this plan with goals. so instead of having this mishmash of a bunch of random proepdales having specific goals that we're working towards and strategically have investments that move us towards that and so we're trying to end family homelessness by december 26th. reduce chronic homelessness by december 2022 and really try to move some mental health initiatives that are going to stabilize folks into this permanent housing and really try to stop revolving door and we also tried line or plan with the rehousing plan. to get here, three stakeholder sessions. almost all of the 800

participants in this really tried to get a lot of input. we then took that input and we also got input, of course, from the department and many of the categories, the department came forward with use of am all of the funds and we needed to kind of make some changes in order top address the equity goals we have and address all the things we had been hearing in those sessions. so just as a reminder, you have these different categories and as you're, you know, doing this, you want to stay within those categories if there's things you're taking out or putting back in because it throws it out of alignment, otherwise with the initiative which requires 50% to go to housing according to mental health up to 15% for preevengs and up to 10% for shelter.

reminder, you guys released quite a bit of money in december. a lot of that was focused on the s.i.p. rehousing plan, but there was also a major investment you voted on around mental health and so what we did going forward and these are just some details on how the money is broken out within the different categories. but just as a reminder, so as we were moving these investments, you know, trying to have something balanced with community, we were also looking at those long-term solutions and trying to stop that revolving door. a lot of street based responses or temporary responses or short-term stays and so we were trying to infuse more permanent long-term care for people and housing to balance that out so

that we just didn't have folks returning to the streets. here's the difference between the mayor's racks. in the housing section, the mayor moved funds from the private market subsidies, they call them flex pools to acquisitions and we had a meeting yesterday in the oversight committee. we are accepting that move, but we with the caveat that we still want to have set aside for nons.i.p. hotel residents because we had 300 subsidies eliminated down to 100. we're trying to get people off the streets not just out of the hotel. we also lost our operating subsidy for the bridge housing. super important as i mentioned before and this is housing that people can stay as long as they'd like, but it's for very high need transitional age

youth. kids with really severe substance abuse and mental health problems. so that's why that's there. in the mental health section. the mayor cut out, the step-down residential beds. they added $45 million in acquisition. this is not representative of the body. we are accepting that and support that move, but would like details to come back because, again, we want to see investments in housing in permanent stuff and not to have all these acquisitions on these front end temporary stays. and, a thing here is that the funding was cut for behavioral health services in shelter and drop-in. we would like to see that restored and then in the prevention category, they basically took all of the categories in prevention and combined it into one big fund. we are very concerned about that and want to break that out again. almost done. and then in the shelter

section, there was $3 million that was taken out of the emergency hotel and the justice involved centers and was put instead into existing navigation centers and so we'd like to see that restored as well. thank you. and i will attempt to. sorry, this is what i always struggle with. stop the share. so but we can maybe leave this up if you have any questions and answers while i'm trying to figure this out. >> do we as we're -- are the folks from the department still here as well? >> h.s.h.? i should of asked them to stay. >> yes, we're still here. >> great. i did want to ask about the

justice involved navigation center. it does seem like there's a need for that. what was the thinking from the department and not accepting that recommendation? >> thank you chair haney. again, like some of the other recommendations from the committee, we don't necessarily disagree in philosophy or approach here, but our priority was balancing the budget around the ongoing service needs and cost of the navigation centers that are top of priority. i think there was some concern that the proposed amount from the our city our home committee would not cover the full process and require additional dollars that we've not been able to identify going forward. >> so it's not that you didn't think it was a good idea, it's

just that there were other navigation center related costs. >> absolutely. you know, i think it's critical we operate the navigation centers in a way that provides robust services and we do not want to walk away -- walk back from those commitments and ensuring that we have the resources to do that was a top priority in terms of shelter investment from our city our home dollars. gigi, i don't know if you have anything you want to add on that? >> the only thing i'd add, mr. chair, is that the board previously funded a rapid expansion in navigation centers including the new navigation center, the 1925 evans navigation center as well as the embarcadero navigation center, the expansion of

division circle with one-time money and so, you know, that money is expiring and the department was hopeful that those important programs could continue with this ongoing source. >> chairman: got it. i do want to just say that it seemed to me that we wanted to expand what we were doing with prop c dollars in our city our home and i think that there is some concern around using the money to sort of back fill other already planned initiatives or already planned or operating centers and that this is really supposed to be additive. that's my understanding. so, you know, i understand those things are important, but i just want to underscore that. is there anything you wanted to add on this issue of the

justice involved nav center. i know that this is your time. >> i think, you know, we very deliberately tried to set aside. the issue is is that this is a population that hasn't been served by the existing services so we set it aside so that there would be a referral process directly in two programs. this came up a lot this this population was not being satisfied by our current system. so we would want these items restored. in terms of how they rule them out, you owe, there's a variety of different ways for the department to do that, whether they contract and send out a bid and then they accept referrals from folks who are working with criminal justice involved phobes. there's a variety of different ways to do it, but we'd like to

see the different categories. we did that very deliberately and thoughtfully. and the other thing on the justice involved is the justice involved families just because president walton i believe brought that up earlier and we, you know, we're not convinced that that will actually happen unless you all in your budget ordinance that you pass later has a specific line for justice involved families. you know, there's -- when we're trying to adjust these different issues that are coming up, it's really important for these different items to be carved out or else we'll continue in the same situation as we were before. these populations will continue not getting served. they don't end up scoring high. all these different issues that happen and it's really a lot of it is a matter of access. >> chairman: president walton. >> president walton: thank you, chair haney, and thank you

so much for the presentation, jennifer. just a quick question for hsh. don't we have a justice involved space right now. i mean, doesn't that currently exist? >> president walton, the department of homelessness and supportive housing doesn't fund specifically justice involved. we serve people justice involved but we do not currently have a population specific program for justice involved programs. i believe there are some programs funded through other departments that serve that community, but not currently through our department. >> i think, president walton, you're referring to we're about to lose one of the programs, cameo house that's going to close at the end of june, so there is a possibility if we get this in the funding that that program could apply for it and there's already a place there where folks had been

living. that program is run by center for juvenile criminal justice and you're certainly concerned about that and that's the whole thing of breaking out the sub population, so we're trying to respond to needs that are coming to us through these community processes and then really, you know, specifying it in the investment plan very deliberately. and with all these problem solving items and a bunch of different items, they just lumped them into one category and then the mayor's budget says we prioritize this population. what we'd like to see is the sub categories get restored so those particular populations have to be served, that there is no flexibility and so that's the idea. >> president walton: thank you, and i definitely agree even if h.s.h. doesn't have space set up, there's obviously

a model in place that you can build off of and it should be prioritized in these sub categories to be prioritized because it gives us the -- then it lets us know we can't deviate from where resources are supposed to go. so i'm just wondering if, you know, we're going to make sure we're intentional and make sure we have a place for justice involved individuals. >> chairman: thank you, president walton. colleagues, any other questions and comments. we send our best to your cochairs as well. we'll be thinking of them and i don't see any other questions

or comments from colleagues. let me look at can you speak to this what we were asking during the conversation with hsh. can you speak about the hotel vouchers for domestic violence victims and also people seeking shelter. i know you all recommended but this was not included. >> yeah. so in the shelter section when the recommendation, the shelter section is only 10% of the funds and when the recommendations came in from the department, there was really nothing in there for families. in the housing category, we mandate, they have to have 25% of the housing has to go to families 20% to youth. but in the shelters, there's not that language in the initiative. it's more flexible and so we were trying to balance out these different needs that were coming in and, of course, we have huge, you know, issues

with families experiencing homelessness and pregnant people experiencing homelessness. domestic violence, they reported in that sharing session with community members is that the shelters in san francisco turned away. so what happens in these situation is a lot of times, we're talking about women and for families and, you know, there's a lot of cross over between them, they end up having to return to their batterers. you know, one of our members, this happened to and she got she got beat she just couldn't do it anymore with her kids in her lap. one of the things that her agencyings already do. show up on a friday. they you in the hotel for the

weekend or the domestic violence programs do it. a lot of the family programs do it and they run out, so they turn people away and just end up being turned away. that was taken out instead for funding. prop c wasn't meant to be the end all be all. not planting existing efforts, but additives and doing new things. they want to cover expenses that are already in their budget that they decided on before they knew prop c was going to pass. and that frees up general funds for other things to have these

other interventions in there. this is really the emergency who the stakes are high. because they have children with them. that they'd be able to or they're pregnant and that has an impact on the pregnancy. i think a pretty low cost and efficient way to be able to serve those folks. >> chairman: supervisor ronen. >> supervisor ronen: sorry for coming in late. i just wanted to lift up with our city, our home set aside. to get into permanent supportive housing. i understand that the folks in the s.i.p. hotel are vulnerable and have been removed and put in this hotel because they're over 60 or they have an illness making them particularly

vulnerable to covid and so they do fit in that priority category for permanent housing, but there are people that never got into the s.i.p. hotels in particularly more dangerous. so i just wanted to find out from director mcfadden, you know, if the board wants to accept that recommendation of our city, our home, how do we operationalize that because the money's the same. if we want to insist that there is money set aside. how does that happen. >> go ahead. okay. >> controller.

i'm sorry to be remote here for half an hour. apologies for the backdrop. we can work with committee members. we've been staffing the oversight committee and we have issued each of you a memo to kind of outline the areas of agreement and disagreement and we can work with you in the week ahead should you wish to action any of the specific items on the budget mechanics to put that stamp in the budget. some of them are complicated. some of them aren't budget issues per se. others you've discussed are and we can work with you and the mechanics and the week ahead. >> but this one isn't. and the money's the same. can we normalize this in the budget itself? >> yeah, you're talking about marginalizing the money. and so there are some complicated mechanics to work out, but we can work with you on that in the week ahead. >> supervisor ronen: great.

thanks so much. >> chairman: great. so thank you again jennifer and thank you to h.s.h. i know that there are some areas where we still have to make some decisions over the next week but it is clear your recommendations are hugely important to the decisions our department made that we'll make as a board and the area of difference of the utmost consideration and priority over the next couple of weeks as we make our final decisions. >> thank you. thanks chair haney and thanks to the rest of the committee. >> chairman: thank you. madam clerk. can we move to, where are we? the retirement system. >> clerk: yes, mr. chair.

>> good afternoon supervisors and president walton. hopefully you can hear me. >> chairman: we can hear you fine. >> okay. grace tal will be loading our presentation. while she's loading the presentation, i'll just sort of start on them just to state that the mission of the retirement system is to secure, protect and provide and pay promised benefits. we can move to page 3 quickly. this page shows the demographic changes we've seen over the last five years. you can see this is a very

secure retirement plan meaning that the ratio of active employees to retirees is nearing a one to one ratio. part of it is the benefit we have longer life expectancies. so we are retiring longer. from a pension perspective, it's bad news because we pay pensions for a longer period of time. our membership has grown a lot over the last five years the folks who have worked for the city for five years have left city employment decided to leave their requirements on the account. and so we do have, you know, a growing group of almost 10,000 now as we measure once a year at the end of june, but most

likely it's approaching 10,000 of those folks. now we have over 50% produced benefits compared to what was prior to the 2010, 2012 pension reform which means that liabilities will continue to grow. which means it will be saving the city hundreds of millions of dollars over the future of the plan. and i don't like to talk about this especially with another 15 days to go until the end of the month and with president biden meeting with president putin in europe, but as of may 30th, our

trust had grown to $33.9 billion. it's fiscal year to date return over 30%. we have earned over $8 billion in growth in the fund while at the same time paying nearly $1.3 billion in benefits over that same period. and the best news is and this is what i hesitate saying, but we do anticipate that the trust will be 100% funded on a market value basis on july 1st of this year. this is significant for us who've worked there. we remember that after the great financial crisis, we were funded at less than 80% and our trust was valued just under $12 million. so in 11 years, we've almost tripled l the value of the trust, certainly the financial

markets have been good to us. i can go to the next slide, please. we also, the retirement board is responsible for the city's deferred comp program. they established in 1997. we now have $4.7 billion that our employers have contributed to the plan, this is a very strong plan considering there's no employer match and we show we have 20,000 people who are actively contributing. we have 32,000 participants with balances and a very strong account balance average of $146,000 showing that our employees even on a voluntary basis understand the need to be funding a retirement. just as a note and sort of to chair haney's priorities, the

retirement board adopted the c. a.r.e.s. act provisions which were to provide immediate relief to those employees and participants who were negatively impacted by the covid-19 pandemic. that included that special loans were available to our participants. there were some forgivenesses of extension of loan payments during the pandemic and there were also some health really theed, virus related distribution options that were not available prior to that. a lot of these are going to be expiring soon, but i just wanted to show that the retirement board is sensitive and immediately adopted those types of provisions that would provide assistance to those who are negatively impacted by this pandemic. i can go to the next slide real quickly or i can stop there. i think the most important part of this next slide other than

addressing supervisor haney's budget priorities is to remind the committee that we receive no general funds funding for our budget. all costs are paid out of the trust and all for administering the comp program reimbursed by the record keeper through these two participants and with that, i can continue or i'm available for questions. >> chairman: great. thank you. and congratulations on success there and the growth of the

fund. he is exerting his leadership on the board going forward. >>? we do appreciate his service and i'm employ gufing him a hard time. we know there's a lot of folks involved with it as well as supervisor safai. we obviously can be in a very different situation where we had a huge shortfall and we're going to have to ask more from folks. supervisor safai in the flesh dispatch thank you. >> supervisor safai: thank you to the great and the investment team and we're happy to have the staffing that we've asked for. one of the big decisions that we had to make as retirement board would we lower it, would we keep it the same, would we

increase it. we're able to do through a lot of negotiations keep it the same which meant our contribution and general fund, they stayed firm which meant that it didn't blow a $30 million to $50 million hole in the budget and that's to all the credit goes to jay and mr. croaker and the investment team and all of the advice and leadership that they're bringing to us. i did want to say we've had some real in-depth conversations about meeting our if you had fiduciary duties and

we will continue to move that conversation forward. but i just wanted to get that out there and congratulate the staff and the good work we're doing. >> thank you for the kind words. >> chairman: ditto. colleagues, any other questions or comments for our friends from the retirement system? i do not see any. thank you so much for your time and thanks for also responding to my questions and principles. i appreciate that and for your leadership. we greatly appreciate it. >> thank you, chair. and supervisors, thank you for your time. >> chairman: sure. madam clerk. can we call next, the health services. i don't need you to call them. i'll just call them. health services here? >> health services is here.

>> i guess i should give my well being message first. everybody should stretch. this team is really put engine a long day today. thanks for putting in the opportunity to hear our budget meeting here today. i have with me larry lou our chief financial officer who helps us focus on the racial equity issues and i wanted to start by saying our mission is a little different similar to jay's in that we are members that we serve are the workers and retirees of the city and so we have about 125,000 lives that are covered this year and about 7.five% growth over the last two years. so that continues to show a

steady uptick. we serve not just the city of san francisco but i think as you know, the unified school district, the courts and city college. our general fund an july budget is about $12.5 million and that funds 47.2f.d.e.s to administer all of the benefits we have including medical, pharmacy, vision, dental. f.s.a.s life, disability. our divisions within h.s.s. work towards policy development and serving our board and race and benefits coming each year before the board of supervisors in july of this year all of the plans have been approved at this time by the health service board. it's very robust member

services department that like everybody else learned how to do everything online last year. our call center handles over 55,000 calls and manages about 15,000 annual enrollments of people that are making changes adding or transitioning from an active to a retiree status. the finance and contract unit conducts the annual county contribution survey which informs much of our retirement rates. we have very robust solicitation, compliance rules in place since we do manage some large contracts. we monitor vendor performance and the program integrity. we have a analytic program that does all of the

[inaudible] in order to administer these benefits. at this time, we went 100% electronic last year for the covid issues. so we do anticipate staying in that world. our well being employee assistance program gained was able to really step up and serve our active employee population throughout covid as we all experienced and it was a very stressful time for much of our workforce and many folks were in need of assistance and we were able to bring on board a 24/7 expansion of services that we're now showing about 20% of the calls are coming in on off hours. so we're very pleased that we're able to serve all of our employees that have been

continuing to work throughout the pandemic. next slide. the. we've had a strategic plan in place since 2018. we continued executing on that plan and are actually considering a refresh on that within the next six months and that allowed us to really bring forward the initiatives that we identified in the race equity action plan. we were able to do some good work with our internal teams over the last year and a half led by leticia pegan in doing surveys of our staff, doing small work with our staff and more recently working directly with our board members, department leaders and then all of building on the work that we've done with online staff. we have a very strong interest in health equity and looking at

health and made progress in working with all of our health plans as all entities are shifting their priorities in this regard and we are continuing to build in those measures to determine what those targets need to be and we'll build them into our contract compliance as we're able to going forward. next slide, please. so our budget this year really is only going up by the amount of dollars that it takes to continue to fund the 47 positions that are funded in this budget. and so we're staying flat as far as the number of positions and having watched some of these hearings, president walton, i know that your question of vacancies and exempt employees, we currently have no open positions. we do have some internal promotions that are coming along that will create some

vacancies. and we have five exemptions. >> this is the end of the requested 5 minutes. >> i think i mentioned some of the efforts that we have under way to keep integrity within our very large responsibilities for the health and fund trust and so we have a number of audits that go on throughout the year and we always do well in those audits. and as i mentioned, we're focusing on the mental health and well being this year as a support service that has been taken up by many departments where we've customized offerings that have been requested by employees such as the black employee healing circles of dph and some work that we've done specifically with mta. so as we go forward, we will

continue to really work to bring the most affordable products to our members and in order for the city employees to be able to afford their insurance and most importantly, at this point in time actually use the services. there's quite a bit of suppression of ute illization so to be sure our members are taking advantage of the services available too. so that gets me in just over 5. thank you very much. we're happy to take questions. >> chairman: great. thank you. colleagues, questions or comments. i'm not seeing any. how about that. >> winner.

>> chairman: all right. well. usually i have a moment to prepare my own questions all right. well, there you go. you've got your five minutes. no questions. we will see you next week. appreciate your time. >> okay. thank you. bye. >> chairman: all right. we will now hear from the department of human resources. welcome. >> thank you. good afternoon, chair haney. in this presentation, i will l highlight our planned investments for the coming year, recent accomplishments and how our budget priorities align with those of chair haney. next slide, please. my priority for the department are these. promote integrity and fairness

and civil service, promote healthy work places. promelgate and finally implement long needed improvements to the city's processes for hiring and promotions. as can you see from this slide and spread across all of our other core functions listed here. d.h.r. is a lean agency. we are stretched thin and underresourced to fully meet our obligations. we do not have the option to simply cut or reduce functions as most are mandated. next slide, please. d.h.r. is an essential city agency shown in full relief during the local emergency. here are some of the examples.

we've deployed more than 3,000 city employees and nearly half of our d.h.r. staff were deployed in d.s.w. roles. we've expanded leads and aligned and realigned them with change in law and reroute the policy for remote work and now rewriting for return to in-person work. we've led communications and negotiations of organized labor. we established a city wide safety counsel and work closely with the departments to ensure to protect employee safety and health and we are now working closely with the city administrators and others to support the safe employee centered return of all employees to in-person work. one of our key employees. d.h.r. in the office of racial equity have worked diligently this year to build our shared responsibility for promoting anti-racism and city

employment. we launched the citywide peer mediation program. we created a diversity recruitment tool kit. we made changes to civil service examinations for law enforcement to identify and promote those officers and deputies to support the city's anti-racism policy priorities. and we engaged our unions through negotiated joint diversity committees with s.c.i.u. and local 21. our proposed budget contains significant new investments of nearly $10 million. these are long overdue. they provided down payment needed to rebuild after years of sustained under investment including inclusive support for our mandated charter role. employ to help implement the

city's investment plans. major investments in our equal employment opportunity division. we are committed to the difficult work to our e.e.o. investigations. one time increases to support renegotiation of 26 labor contracts are to expire on june 30th, 2022, and lastly, reducing the time to hire. this is a shared priority across the city with departments and labor, this board of supervisors and of course, the department of human resources. the proposed budget will allow us to achieve the first key milestone in the hiring modernization initiative which is full integration of the new applicant tracking system. next slide, please. finally, our responses to chair haney's questions. how is d.h.r. contributing to

an ethical and transparent government? d.h.r. is a key partner with the city attorney's public integrity unit, the civil service commissions and inspection service, the controller's office whistle blower unit and the ethics commission. we lead our support investigations and audits. we are also deeply involved in curriculum, design and conduct. we expect the findings to be issued within the next 30 days. the city services auditor is also evaluating our e.e.o. work prose r processes for transparency, accountability and consistency in methods of reporting. i hope to establish an autonomous option. building a better city post covid is my goal for d.h.r. to

build strong ties within the community to promote career opportunities. we are working in close collaboration with o.e.w.d. and o.r.e. in these efforts. with o.e.w.d. we are enhancing our apprenticeship programs and diversity recruitment has led to numerous community and job fairs to find and support our future workforce. and finally, innovation and impact. it's my view we need much more robust data to advance human resources practices. d.h.r. and digital services collaborated on city tests s.f.. we look forward to building on this this work. the proposed budget will allow us finally to replace two obsolete workforce databases with new and robust case management capacity for e. e.o. and the employer relations division.

this will allow our staff to manage their work based on data and analysis, provide better reporting and for those who have filed e.e.o. complaints, they will be able to see their progress online. this concludes my prepared comments, i look forward to your questions. thank you. >> chairman: thank you. colleagues, president walton. >> president walton: thank you so much for the presentation, director isen. the first question is how do you comply with the access ordinance? >> thank you for your question, supervisor walton. we are a central department so our work is focused internally. however, we have made translators available for all of our e.e.o. interviews, for peer innovations as needed.

we're looking forward to working with poise on translation solutions as part of the sfgov's website and we make sure we have multilingual employees. we've certified nonenglish speaking employees to provide officially written and verbal translation services and we will continue those efforts to the best of our abilities. >> president walton: i know you said your department is stretched thin, you don't have too much room for much actually, and so i was wondering do you think that d.h.r. should be handling e.e.o. complaints? >> well, d.h.r. does handle e.e.o. complaints, it's one of our larger divisions. this budget is going to add add

divisions to that division. the human resources director assigned to us by charter and i fully embrace it. i believe that we are poised. this we really fully prepared to work with our financers with all of the advocates and with our city agencies and organized labor to renovate and retore eeo processing.

>> president walton: can you share with folks of the department the opportunities for growth. >> we most recently announced toad to our staff, our people of color, our new employee relations director so an african american male. and human rights work and i'm very excited to have promoted

them both. we look first and always internally within our organization to be able to and i'm happy to provide you with data. >> president walton: thank you. and how many positions did you say you have vacant? >> we have 22 active vacancies. most of the positions are being held for the e.e.o. division awaiting the appointment of a new director so they can begin the process of staff. >> president walton: thank

you, director. >> chairman: . all right. any other questions or comments from colleagues? i don't see any. you got off pretty good too there. let's see: all right. we will see you next week then. >> thank you, chair haney. all right. can we now invite the civil service commission. >> good afternoon, board of supervisors. i can just share my screen.

one moment, please i'm just double checking to see if you are able to see my presentation? >> chairman: not yet.

>> is my powerpoint presentation showing up now? >> we still can't see it. oh, there you go. >> great. i apologize for the delay here. this is sandra eng, the director of the civil service commission. the civil service commission is responsible for establishing, regulating, over seeing the city and county of strand merit system. it's the goal and policy of the commission to provide fair treatment of applicants in a protected category and to prohibit favoritism. responsibilities of the commission include matters such as establishing the rules,

policies, and procedures governing the merit system and reviewing employee and department conduct in merit system matters including appointments through inspection service investigations. the commission hears appeals on merit system matters, discrimination complaints, and actions taken by the human resources director, director of transportation, or the executive director of the civil service commission. we also review results for proposed personal service contracts for the feasibility of permit civil service employees to perform services to the public as a priority. the commission also establishes the wage and benefits for elected city officials and members of the board of supervisors. the commission's current budget is $1.28. fiscal year is at

$23.8 million. and projected increases in fringe benefits. our department is budgeted for six full-time employees. of the several projects listed, i'd like to emphasize two of the projects, the department's racial equity plan and proposed amendments to the civil service commission policy and procedures for civil service contracts. we are working directly with the office of racial equity, department of human resources and human resources at m.t.a. to review, propose, and plan how the city can expand opportunities and provide additional training. o.r.e. committees, managers, union representatives and public advocates are sharing with me on the challenges of hiring or promoting the city and proposed solutions.

many are not aware of how the current rules may be applied to expand opportunities or how we can propose changes to the minimum qualification, how we can train hiring managers, how to establish training classifications or improve recruitment selection, processes to find the best qualified candidate in a diverse applicant pool. in the proposed amendments to the civil service commission policy and procedures for personal service contracts, we're expanding how any proposed service contract for outside services must be transparent to the public and unions to provide opportunity for questions and comments during commission hearings. with all the notice requirements from the m.l.u., the d.h.r., and the civil service commission whenever proposed service contract is considered by the city and

provides an opportunity for stakeholders to appeal the proposed personal service contract and this is also another step towards department accountability to the public when proposing personal service contracts. and, i'm available now to answer any questions. >> chairman: thank you. colleagues, president walton. >> president walton: thank you so much shlgs director eng. i do just have a couple questions. couple things, one, last year the district attorney and i made a request for the civil service commission to create a policy that states the city and county will never hire anyone from another law enforcement body with a history of racial profiling and a history of complaints. where do we stand right now on that? >> we are actually very close.

our commissioners after hearing the resolution have actually requested commission staff to look further into expanding this to all four volumes of the rules. currently, we are looking at volume two specifically for the police department and the commission is has also requested not looking at the entry level positions, but expanding to promotion and also looking at if an employee decides to resign or retire pending an investigation, it will actually disqualify the person from applying for another public safety position until the investigation is completed.

so we are actually very close to proposing. we have worked with the city attorney's office. we also have met with the police department and hopefully with the union agreement and i have to recognize d.h.r. for working closely with the police officer's association and how the city was able to actually include this on a promotional announcement. that is actually a huge step forward because when this rule is proposed, we will be required to meet and discuss with all the unions and we hope that this is in the right direction that they will see and it will make a true different impact signifying what is the priority for the city and therefore we are also haebl to expand it in the other three volumes of the rules.

>> president walton: thank you, director eng. >> chairman: i had a question about how we're responding to, you know, we had more than 400,000 san franciscans who applied for unemployment benefits in the past 14 months and i'm wondering if we're changing in any way to sort of address accessibility or for those folks to be able to get, you know, access to jobs and to be able to be qualified for them, you know, some of the questions about that is, you know, for more vulnerable job seekers or people who've been out of employment for some amount of time how we're making sure they have support with examinations or even some substitution of certain requirements that may have existed before the pandemic.

>> to give you an idea, actually, the civil service commission was already working on this before covid-19 and we were very happy to have the opportunity to meet with the office of racial equity so they had an opportunity to see from the civil service commission. actually, our commissioners were seeking that and that's why we wanted to explain how current rules provide the department with opportunities. we also realized our office even though we're budgeted for six full-time employees and we currently have one vacant position, but we began to see that how we need it to spread ourselves more out to the unions. the unions have provided training for us and many of our new h.r. directors have

requested training because we have always looked at expanding opportunities by reviewing minimum qualifications. so we always want to emphasize, the focus is not lowering the qualifications, it's expanding how people can qualify. so, for example, many of the base minimum qualifications will require either a bachelor's degree or a four year completion of apprenticeship program. many employees come to us all the time because we are often a safe resource for many of our employees and they can remain anonymous when they are speaking with us. we see that there are ways in speaking with departments, utilizing their subject matter experts, partnering up with d.h.r. and also with the union on how we can look at how their

work experience may be applicable to allow full substitution whether it's for the bachelor's degree or the apprenticeship program, but it does involve departments, the subject matter expert, coming forward including working with the union and the civil service commission has been involved in combining the parties together to come up with different ways that not only are protecting unikwoon members, but also are providing opportunities for those who may not have had the opportunities to pursue an education or apprenticeship program but to establish a training classification or to provide the rules already provide opportunities for out-of-class assignments and how to train our hiring managers using the opportunity of an acting assignment to train, it could be an entry

level employee to train, to give them experience so they can begin qualifying meeting for the next level up or perhaps an entry level management position. we have already been working with several departments with that and we see the changes. we see the departments making efforts on how we can expand minimum qualifications. i emphasize only consider expanding, not lowering minimum qualifications because we have actually witnessed many of our entry level employees after meeting with them and hearing about their experiences realizing they truly did have the potential for the next level because of how the standards were set and perhaps the minimum qualifications that they realize that coming to the civil service commission and because we talk so much with the union, department heads, and h.r., that working together, we can start changing things. so it provides much more

opportunities as you say for the vulnerable population to qualify for many of the positions. we're already aware that h.s.a. has many programs working with community and how departments are hiring these people for a temporary exempt position to at least gain six months experience. these individuals are also part of public advocate groups that also meet with me and our staff and talk about the challenges so we are combining how do you say whether it's the union, d.h.r., the human resources, m.t.a., and management on finding ways and especially if they know full well, they have the support of our commissioners and make a tremendous difference and we hope to be able to show more of that in the future together teaming up with the office of racial equity and d.h.r..

so knowing that departments do not see that they are restricted, especially our hiring managers who are not in h.r., when they come to us, we see our eyes are open on how much more we need to reach out to provide training and many are not aware it's already in the rules that leave to encourage growth within the city. we already have protection for our permanent civil service employees to take a leave of absence to pursue a promotive position. we already have in our rule where a permanent civil service employee promotes to a higher level and let's say it does not work out and they are released from the probation nar period. they have the rules already. so they have protection. and so it's not until employees in the unions and management come to meet with us that we realize that there is much more

training and teaching that we must do. but it is possible. >> chairman: i like to make sure we get the best work in and opportunitying. next, we are going to call up the public library. welcome. >> thank you so much. good afternoon, chair haney, president walton, supervisors. thank you so much for this opportunity to present before

you today and hanging in there with a long time. i'll be copresenting with our c.f.o. heather green and she's going to walk you through our sources, uses and proposed investments. next slide, please. so the san francisco public library aspires to be the premier library system in the country and service to our residents. delivering on these priorities has made us the highest rated department of city government. in addition to our budget priorities, we are advancing city wide priorities of racial equity and economic recovery. regarding racial equity, phase one of our racial equity plan.

and hiring. and phase two up coming as we think about our public spacing services and overall accessibility. similarly, for economic recovery, our department has worked to identify opportunities for investments that will support san francisco's economic recovery task force, including capital investments to boost the local construction industry, stimulate job opportunities, and support the arts and cultural sector. the library already plays an important role as a resource hub and community connector and we see an even greater opportunity for more people to benefit from our budget investments. with that, i'll hand it over to heather green. >> thank you, michael. and thank you, supervisors. pleasure to be here with you all.

in the library's last budget, through the pandemic, the library had a tremendous opportunity to serve with 590 of our employees. about 2/3 of our workforce and we are proud of that contribution. looking forward, the library's top priority in the coming year is to get back to full service seven days a week. and improve economic outlook since last year. we have a small portfolio of we have $8 million from the c.o.p.s: that's part of the

stimulus recovery program the largest amount in our budget goes to deliver followed by our collection. our total s.t.e. head count remains nearly flat. that's for an h. r. analyst dedicated to implementing the department ate racial equity plan. the balance of that system driven and accounted for and planned attrition savings. the next slides directly address the priorities from chair haney's letter to departments. our organization excellence relies on a strong these are things like self-service check-out. auto mated materials handling and contemporary payment systems. we will invest $240,000 in

training and add that h.r. position i just mentioned to become a better more racially just agency and we will continue to produce clean and readily available for our friends and cooperate with the controller's office with all audit and fiscal management matters. as far as building back a better san francisco, sfpl looks forward to playing a role in the recovery ahead. our regular operations support local business workers and job seekers with programming like work-it and tech time. our small business center at the main and a dedicated full-time business service librarian. on top of that, we are proposing to double the investment with the office of financial empowerment. increase the number of work slots. enough for about 40 additional school years and we're going to partner with the arts commission to deliver cultural equity commission and fund artists and residents at the branches. all together, that's nearly

$1 million invested each year in alignment with the economic taskforce's priorities creating job opportunities and supporting the arts and cultural sector. also, we know that construction spending carries multiplier effects. there is $1.5 million each year in our budget and $350,000 with office configuration. and finally, we have two major capital projects in the queue. chinatown and ocean view. the proposed budget includes $18.one million in chinatown over two years and there's $3.5 million to ocean strew on top of $13 million. for both projects, we have adequate cash in hand and we'll revisit them both next cycle once project budgets and state funding possibilities are better understood. my last slide.

finally. it has not loaded. but it addresses our innovative impact driven investments and i will just note through our research strategy and analytics pay close attention to the equity of our services and satisfaction. we plan to invest in the pilot of neighborhood collections vending machines in the dog patch and hunter's view and then at treasure island. and it's $1.three million across the two years. scholars at home is an annual $800,000 investment to distribute books to 10,000 low income families annually to encourage patronage from a loving age and we have a project to determine how that facility can best serve the needs of its surrounding populations. that is the end of the presentation today. sorry about the glitch in the pdf. i have no idea how that happened. we're ready for your questions and thank you for your time. >> chairman: thank you.

i appreciate it and we appreciate your leadership over the course of the last year, i know it was a very difficult time and i know a lot of the library employees were employed as disaster service workers so i just want to acknowledge that and recognize all of your work in being apart of the covid response and to say that i know one of the things that we heard a lot about during covid was how much people missed the libraries. so we're excited to have you all re-opening and even doing more and bigger things. so we appreciate it. supervisor ronen. >> supervisor ronen: thank you: i just wanted to thank you for all of your work and staff's work during this pandemic. you helped save the city and keep people alive and sheltered safe and i can't wait for the

libraries to be open again, we're all going to be cheering and screaming. you're not the most beloved department for nothing and we just thank you for your incredible work. >> thank you, chair haney. and thank you supervisor ronen. i see your summer stride poster hanging up behind you in your office. >> supervisor ronen: that's my home and my daughter is scratching off every 20 minutes she reads. >> chairman: president walton. >> president walton: thank you, chair haney, and thank you for the presentation. i think that you step up in a big way so i want to thank you and your team for that, director lambert. i do just have one question i know we talked about a policy shift in terms in that making sure when people visit the

libraries, if there are some rooms that are vacant, they don't have to make an appointment. where do we stand with that policy now? >> absolutely. i have issued an executive directive consistent with, you know, our commitment to service excellence and providing the highest possible level of service. so all of our branch managers know, you know, if our meeting room facilities are not in use and they are requested by a member of the public, it is expected that they open those rooms and make them available and, you know, certainly, that's my expectation from the top and i've made that clear. so thank you for the question, president walton. >> president walton: thank you, director lambert. >> chairman: so i have a couple questions. one is i was interested to hear about the treasure island in the -- sounds like it's gong to

be book vending machines is that a thing? can you tell me more about that? >> yes, sir. yes, chair haney. we're very fortunate in san francisco. we have the second most public library outlets per square mile of any municipality and, of course, we would like to have more branches, but we are focused on sustainability and living within our means, so one way we can extend service is through the effective use of technology. currently, the treasure island community is served with twice weekly book mobile service and we're looking to augment that with a dedicated vending machine. so this equipment is in some ways a kin to an auto mated kiosk where people can have a current selection of brand new books, but it's also a way to fulfill hold requests like an

amazon locker where people can order materials from any branch in the system, have it delivered and then they can use their library card to approach the equipment and check out items that they reserved in advance. >> chairman: got it. interesting. that's a good model. you know, we -- i know that you all have been really on the forefront in making sure our library, particularly the main library is meeting the needs of the community including people who may not otherwise have access to technology or also who may need support from mental health resources or maybe unhoused. what does that look like in your budget? are you increasing those resources. are you maintaining them? i know you have folks who are social workers and public

health worker who is are part of the main library team. how are we making sure to prioritize that as part of your work? >> thank you for the excitement. one of the partnerships we would like to expand is our social worker program. in addition to having a full-time psychiatric social worker, we also employ a team of health and safety associates and neither individuals who themselves are formally experiencing homelessness and they helpless engage with the community in a culturally appropriate way and help us get people referred to services or, you know, refer to our social worker. so i'm interested in working with h.s.h. to potentially increase our work order and expand that program. we also have a partnership with urban alkami. they have been invaluable in

helping us to have community ambassadors on site. they help monitor our restrooms and greet visitors. and i'm also working to get our urban alkami ambassadors. we have the only accredited online high school diploma program in the country here in san francisco. so we'd like to create a pipeline for these individuals to eventually transition into civil service. so we're actively, you know, working with community based organizations, nonprofits and doing everything we can to help support the community and uplift the community. >> chairman: great. thank you. i appreciate that. you know, we have a process that's happening with public health around where and when we

need law enforcement and where ask and when we don't and some of that is replacing some of the sheriffs that are currently in the hospital settings or community health clinic settings. have you all looked at any particular similar alternative approaches as it relates to the library or the libraries? i imagine most of the sheriffs if not all are at the main library and similarly, i know that there's an sfpd work order that's included there, if you can tell me more about that. [please stand by]

so they do help support our safe and welcoming experience for our patrons so the work order it allows us to have two order it allows us to have two sheriffs on site to help

us respond to emergencies and very security of security incidents. >> so there is the sheriff on site and then there's an sf pd work order,. >> we no longer has the sf pd work order we have subset that and we have increasingly relied on a different model, primarily our civil service position and we have our own security detail and building and ground officers. we have a safety and emergency planning manager that oversees that unit. thank you director lambert and thank you i know you all have been doing a lot of hard work on

behalf of the city to past year. and i know many of your staff have been reassigned as dfw workers and staffing so many aspects of our emergency response so i wanted to recognize that. it's been hard to explain to a lot of people why our libraries have been off-line and now they are coming back online and as they come back online with that process is. i am really happy to note that you all have done such term in this work and i wanted to first start by saying that. i saw the slides of the library and it's something that i know is near and dear to your heart as well director lambert but i just wanted to talk about that for a second. i know there is !(ñ?ñ? need to continue the community sign process but i know that our full funding a lot of that had to be utilized for funding the dfw workers and there is a lot of

motion and a lot of anticipation and a lot of folks built around this library for our lakeview community that has been so neglected and so underserved for so long and i think we have a great plan but i know we were not able to make it in this round in the capital committee for certificate of participation but i just wanted to give you an opportunity to talk about that on the record because a lot of my constituency, i'm not gonna goes far to say that there were tears in people's eyes that there is a lot of emotion that is tied up in this and there are a lot of people that at a community meeting recently that people were really exasperated and feeling like they wanted to remain hopeful that this is going to stay on track so i wanted to give you an opportunity to talk about that. in case the public does not know we have a commitment to build a

25,000 square-foot state-of-the-art library. we are going to go from the smallest neighborhood serving libraries, just over 9,000 square feet to one it's going to serve an entire southern region. we are super excited about that. there is some money in there, about $12 million but it is about a 40 million-dollar project and we now have a gamma gap when we didn't necessarily have one before. >> thank you for the kind words supervisor and yes you and i both share the dream and we are going to build that the destination library for the lmi and to replace the existing oceanview library which is tiny. and not up to our standards in the city and county of san francisco. we are really excited about the vision and the opportunity to build on city-owned property

along brotherhood way and incorporate denatured bays education opportunities. and a joint use part and library experience and examine other partnerships with city and county family. so we are in the preliminary planning assessment phase right now with public works and our cfo and i, our chief operating officer anne-marie singleton we are exhausted and any and possibilities for funding this project including looking at state and federal sources. currently there is a 5 billion-dollar package at the federal level, it is senate bill 129. the build american libraries act which is $5 billion in funding for library capital projects and we are hoping that bill can get incorporated into thecñ?ñ? broar biting and fund structure package. at the state level there is over

$439 million in the may revision of the governor budget that hopefully will through for final approval and this is money that also would be more library capital project infrastructure, technology enhancements and some of that money and some of that money would be filled out on a mac and judy baker asked grant basis. but with our representation and assembly with assembly member team oceanview certainly would certainly be tailor-made for division of that funding stream and we are going to continue to fund this project best we can out of our own library preservation fund with that i will also yield to our cfo, heather green to see if she has anything to add.

>> you really covered it so well. i am just happy to add the perspective that i think having the capital background from previous post the best thing that we can do for this project is to clarify the vision in the budget and the scope and we are in no way short to do that and that will help us get to that magic status which unlocks willingness for funding from the sources that we have in front of us. we are excited about it and we don't see any reason why he would not come to task. we'll just click onion away and out all the stops and we are optimistic. >> will be find about a library act?bñ?ñ?ñ >> well i know our local representation senator feinstein and speaker pelosi have both signed on as cosponsors and

express their support i really don't know if the build america library act will ultimately get folded into the blighted package or not. on the outside looking in. we are have better near-term luck with what is happening at the state level and we have historically benefited from state funding about 20 years ago there were some capital dollars that were granted out and some of our local libraries that were part of the branch library improvement program, like the richmond branch for example for able to tap into some state funding and it is a precedent there that we are very hopeful that we can do that again. >> thank you both. >> thank you. >> thank you mister chair. >> great, thank you. so, let's see we do have one item that we do need to have approved what you all are here. so, madam chair can you please

call item seven and eight. >> yes mister chair, item number chair resolution seven operation san francisco public library to accept a grant in the amount of $860,000 of gift and services and cash money from the friends of the san francisco public library for direct support for ? variety of public programs and services and in fiscal year 2021 to 2020-02. i did or a resolution authorizing san francisco public library to accept and spend a grant in the amount of up to 10,875,000 of a kind gift of services into cash money from the friends of the san francisco public library for the direct support for the mission branch renovation project within the. fiscal year 2021 to 2022 and 2242025. members of the public who wish to provide come on is identical for 156-55-0011 meeting id (146)314-4843 then press count twice. if you not have artie done so

please dial * three to speak. please raise your hand and wait until the system indicates that you have been unneeded and you may begin your comments. >> great thank you. i will turn it back over to you all. and q chair haney and thank you supervisors again for this opportunity to present to you today. san francisco public library is extremely fortunate to have the support of the french and support of the front of san francisco public library. heather, are you pulling up the presentation. thank you. the library and the friends we enjoy a model partnership with an annual grant award that allows us to enhance level of service and provide to the community. it also allows the public to engage the library and supporters. the prospective grant award for fy 22 amounts to a hundred and $60,885 and this is a nice

positive boost from the fi 21 award of $80,900,000. this gift is structured with the mix of unrestricted supports and a drawdown of donor designated accounts. you have all the detail in your packets. the donor restricted funds total $410,985, the balance of $449,900 is unrestricted supports for library programs and services. next slide please. this year in addition to the annual friends award there is a sextant accept and spend that is specific to the mission branch renovation project. the mission branch was one of the three branches not updated to the library improvement project. and that's project is now near groundbreaking and this renovation is going to transform the mission branch into an energy-efficient state and to resilient neighborhood library while maintaining its architectural