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 significance.

this landmark 1916 carnegie library will see a restoration of the community meeting space and the return of the primary building entrance to its original interest to us to 24th street aáxñ?ñ? return to a central staircase as well as an improved children and team zones. additional restaurant capacity and the restoration of the grand reading room on the reading level. as with flipped the friends of the library are planning on a capital campaign to support that renovation. this is for up to $875,500 which would allow for acceptance of funds to cover the budgeted furnishings, fixtures and equipment costs related to this project with that, i thank you again for the opportunity to present today and thank you for the consideration of our budget and the friends legislation and heather and i am more and happy to answer any questions that you might have okay. thank you. >> any questions or comments about these grant awards.

i'm not seeing any. and i want to, madam, if we can see if there's any public comments on these items again to the public that is listening only public comments on the accept and spend grant from the san francisco public library. if you're calling about something else now is not the time. we will cut you off. >> yes mister chair of i will see if there's any colors in the queue. members of the public who wish to provide comment on his item press three now and then * three to be added to the queue. the colors on hold please wait to indicate the system has been muted you and if there are any other colors who wish to comment on items seven and eight. >> yes we have three colors in the queue. please a me the first caller.

>> i had been on hold but i am calling for item number one. is this public comment and item number one, this is going to be to end all of the presentations it will be later this think this is item eight. thank you. >> next caller please. >> my name is maurice appel and i'm the director of the friends of san francisco public library. if nothing else i am here to see and stand with michael and heather on your long and arduous meeting and thank you so much for all of your work. again, we are excited every year to bring our acceptance and the efforts that we can bring private support to her incredible library we get the honor of working michael and his death all the time. we are delighted again to increase our funding this year and also to be ready for the mission branch.

supervisors i am with you, michael knows that i am a huge online supporter and the private community will be with you every step of the way to get this library built. thank you so much for all of your work and thank you supervisors. >> thank you for your comments and next speaker please. >> yes please, how long of a time to have a public comment? >> one minutes per person. >> peter warfield here, executive director of library users association. i may be reached at my name at library users at 2004 .com. we are independently library and vendors. in the past there have been some financial questions with what is going on with donations and the secrecy of donations. the fair political practice in sacramento found the city librarian had basically not

reported donation from the friends for three consecutive years so on and so forth. one of the oddities of both of these accept and expend measures is they talk about up to and in general we have found the expenditures and specific amounts in other instances of donation. and so there is a question as to why that is and whether that is and exaggerating the total amount. thank you very much. >> thank you for your comments, are there any other callers in the queue? >> there are no more colors in the queue. thank you. >> public, is close and i want to make a motion to remove items seven and eight to a meeting on july 13th, with the positive recommendation is there a second? >> second.

>> second from president walton. >> and with that motion. [inaudible] member marc member roland. >> i president walton. >> i want to die. chair haney mckay. >> rafael. >> i female marc,. >> this will forth the positive recommendation on july 14th and thank you again or july 13th, we appreciate it. thank you appreciated to missus green and we will see you next week. now we will have the other library come up, while library.

how are we doing with the law of library? >> mister chair i can contact the law library to make sure that they are signed on. can you please give me one moment. would you like to get the wallet variant the status for moment? sure.

there we go. welcome director. hello and good afternoon chair haney. >> it looks like the law library is there. should be flip a coin. >> well i think you are already there so why don't you go ahead and the library can go after you. you beat them to it. alrighty then. well thank you again to chair haney and committee members for the opportunity to present before you today and i am honored to serve as the director for the department on the status of women for the city and county of san francisco. as you know the commission on the status for women has historic history and it's the first of its kind in the nation

established by the board of supervisors 46 years ago. today the commission and the department to promote to the equitable treatment and foster the advancement of women and girls throughout san francisco, their policies, legislation and programs. our department has a budget of roughly $10 million with six full-time employees who helped to manage a grant portfolio with more than 40 programs aggressive partner agencies that service more than 200,000 people every year. in november of 2020, have the incredible honor when i had the unanimous honor of the commission when this helps women get to the next level and to get a refreshing new campaign to her current work my new leadership also can sides with the makeup of thep4ñ?ñ? commission. with the majority of them having being appointed with in the last year. i have an opportunity to speak

with the mayor, the commissioners and staff and all 1100 members of the board of supervisors, numerous department heads and service providers and agency and community members. after seven months of investigation and review, that included a needs assessment of performance measures and data collection i have determined the strength and weaknesses of our operations as well as opportunities for growth. in working with partnership of the commission i have laid out a new and more expansive vision for the department which includes a strategic shift in the new direction which has a greater impact in service more women and girls while building a more diverse their gender responses in racial and herbal policies and programs. during my analysis several key findings were clear number one, the net departments work generally sideload into a single issue area, that being gender-based violence in

grantmaking. number two, the department was systematically underfunding its own staffing needs thereby hampering operational efficacy and undermining our mission. simply put, we were giving out more money than we can afford. and third, who the department was funding and to the lime and with respect and needs of an equity for the community's most impacted. based on statistical and other data. as part as a strategic shift the department has identified three core areas to catalyze transformative change in that improving the whole life of women, girls and gender nonconforming people and equipping them with the tools and resources to build successful pathways to health and prosperous futures. the first area is health and safety through our new violence education intervention program it will continue our work combating gender-based violence and he will lead initiatives and combat human trafficking and expanded to more holistic

matters like supporting girls in sports, mental health aspects and our most marginalized communities. the second area's economic security and research shows that financial empowerment and independence had been the greatest drivers of gender equity around the world. to this end the department will invest in some services supporting financial security around jobs and employment, housing, financial literacy and investing and other avenues of economic success by guaranteed income programs. the third area is civil engagement and empowerment. when citizens are active, engaged and registered to vote we all win. the department will ensure that women and girls can get organized and leverage the tools make it impact in the community. our priorities and focus areas for the next year or equitable standing, spinning a grant program, gender equity, economic security, data reliability and

pandemic relief. i just want to highlight four of those, equitable spending, historically our department has had shortcomings with respect to racial equity in our funding. economic security, data reliability, bad data in leads to wrong outcomes. and then pandemic relief. regarding our budget it has remained relatively static and so we complied with the 10% budget reduction mandates and it gave us an opportunity of a deep analysis including a grants program and we found a mixed bag, lots of successes and lots of challenges. our commission passed the budget on the 12th. when we are notified that the cuts were this restored we use that as an opportunity to allocate that new print 10% to the problematic areas. and finally with respect to the grant award amount we are going to wait to this body and the mayor lets us know where budget is before we financially

obligate ourselves contractually to our partner agencies. and these last couple of slides, these as an org chart and note the top one is our current work charts. the bottom one is a visual interpretation of what an adequately funded department on the status of women would look like based on our research. two quick takeaways from the graphic we are trying to work inside an incredibly lean structure of six people to try to manage an 8 million-dollar grant portfolio. and from a gender equity lends this graph shows that the department on the status of women we conducted an evaluation with the number of ftes in correlation with budget size. even among the smallest apartments in the city our department has been expected to do more with less staff than any of the any other 50 departments examines. in conclusion, i would like to

just say one of the most meaningful components of designing a gender equitable city is the idea of powering women with the tools and resources to create opportunities to create pathways for a healthy and prosperous futures. we are excited about this new direction, on our new work that will be informed by data and infused with competence, conviction and clarity of purpose. we look forward to working with all of you and thank you again for this opportunity and happy to answer any questions. >> great. thank you for addressing all of those issues and you have it right under five minutes and it was very on points. and genuinely, we are really excited about your leadership and you have already have been demonstrating what all of us have seeing and we were happy to see you get this appointment and really going to enjoy the department and the commission is taking to the next level and has

a transformational impact. i appreciate you sharing your vision with us and we are looking forward to the conversation. supervisor roman. >> thank you, >>[hillary ronen] to echo max, your leadership at the direction taking the department is refreshing change, vision and it is excitingi■?ñ?ñd it's been long overdue so it's been long overdue. also in this long presentation and also a little disappointed that the mayor did not increase yourúfñ?ñ? budget. i agree with you, you have been sorely undivided for a long time and i think because there had not had to hear two or four beneficiary laid out for the ñ?ñ?d of supervisors that i was not inspired, since i have on the budget committee to increase

the budget of the department. but now i am and i would've thought that the mayor would have been to. when that 10% budget cut was requested about departments are of all departments that was when we were in a very different budget situation and we ended up being given the federal stimulus. i am not okay with the 10% cut crossed the field for the grants and it is the board of supervisors did not give additional funding to the departments, but that means that they would be a 10% across all grants that are cut or would there be more targeted cuts based on analysis of the deliverable? >> yes, thank you for your question.

a couple of things number one, we really took the opportunity to take a deep dive analysis of every aspect of the department, including all 41 of the brand. what we found was in part, because of the understaffing the department had been lacking with respect to many fiscal and monitoring our responsibilities and duties, including spin down of grant funds. so much so that for the past couple of budget years there have been hundred of thousands of dollars in unspent funds and so what we did was apply an across-the-board 10% what we did

was apply an across-the-board 10% cut to all agencies and then additional target reductions for those agencies that say, either had a history of understanding funds in the hundred thousand dollar range and agencies that had larger budgets, most of which have budgets larger than this department. really we were just trying to find which agencies could better weather those cuts and it went to the ones that, a, were not spending the funds and you shoot those were the same once had

larger budgets. secondly, with respect to the cuts this really was sort of part of the conversation around this strategic pivot that department is going through right now. as i shared in the presentation over the previous on manyuvñ?ñ years, the work had really finally led into one area and that was violence against women. whereas that is a critically potent issue and honestly an issue that i have personal experience with, it is not the only issue that women and girls face in san francisco. almost 100% of the funds that we gave outward to bats and having the conversation with the strategic pivot mystery allocation of the funds that we

received in order to basically seize funds. the two new problematic areas of programmatic errors that were growing into. we had those conversations with our grant agencies to let them know about this new department and what i would share is that we want to know how do we provide programs and services that impact the largest number of women, girls, nine barry and ruchira women in san francisco? and so we determined that it was through those three core areas. health and safety, economic security and civic engagement and political empowerment. so that means that we will be out reallocating and redistributing that 10%. new and additional funds that are either added back to the

department or come back into the departments we wanted it to be very clear that our priorities would be on, a, working with the mayor's budget office to try to get us to that ideal organizational structure that you saw in the chart, that second org chart, to really be able to deliver an efficient way and it nearly was a 10 million-dollar grant for folio, as well as continuing to fund and expand to those two new problematic areas. >>[hillary ronen] so your budget compared to last year is staying pretty much, flat. >> for the most part, yes. >>[hillary ronen] gosh, it is just really, you know as well as i do that domestic violence over this pandemic where people have

been stuck in homes with that potential perpetrator of violence it has been terrifying and in particular problematic. and that this past year has not look like anything that has come before it. and so the needs and the financial needs of the domestic violence community are greater than ever. and so i guess i'm just, i want to support all of the above. i think that we have finally the visionary director in the department of in the status of women and i think that the department has, i agree few 100%, that it is as important as strongly as i leave that we need to fund the community-based excellent services that we have in san francisco to address

gender-based violence. that is not even beginning to address the issues that womenyé? and girls and women and non- binary women or people face in the city and i feel like the extensive process that you have gone through in the department and the status of women. i have talked to several of the consultants that were reviewing the departments and know that this was not a routine sort of review or audit but it was really looking at the history of the department and what it has done and what it should be doing and what has not been doing. and if you look at these other departments, i just want to list up and agree with what you are

saying in terms of the number of ñ?ñ? with, the number of contracts that you deal with. i'm often shocked in the opposite way, that some of these departments have so much staff to deal with contracts and when i talked to them and learned about it more i realized what an expensive undertaking it is. and in balance between your departments and the number of contracts that you in the number of staff that you have an other, which some of which are new and proposed in the budget is wrong. i guess we have all of the competing, we get to dabble with $40 million that if we are lucky we are able to move within the budget, the maker's budget every year when the mayor gets a blank slate and has $13 billion to allocate and i am frustrated

that this is falling on the board to either accept the 10% across-the-board cuts to organizations dealing with domestic violence or other gender-based violence, that it is that work that has become more important and more urgent over the pandemic or stop you from finally implementing a new visionary path for this department that is so sorely needed. i am just stating that and it is not as easy for us to fully fund this change in your department but i am certainly sharing your vision, what to fund it fully and went to see the gender-based violence contracts remain whole, we will just have to look at that throughout this project process. and so finally, if we do add

backs to the$mñ?ñ?ñ departmentsn order to make up that 10% cut that you're talking about plus give you as close towards your perfect(ñ?ñ? staffing scenario possible, what is the monetary figure were talking about? >> yes, thank you for that and let me just share a couple of things. when i think it's really important to go back to a point that you make, which is for so long this department has not been carrying out its mission. the mission of this department is multifaceted. this is the department on the status of women. this is not the department on gender-based violence and i think it is really important to say that as someone who has personal experience with domestic violence as someone who

grew up in a household watching my mother beaten by my father for many, many years, i can tell you many things. number one, it was not just about the availability of a crisis line or having a shelter. an urgency's shelter because those were available and she utilize those the issue came with what happens when it's time to go home? and that i think it's really a big part of this conversation and for me, what's really with this expanded vision and new direction is about. we have to offer women who are in this situation a plan and pathways to success. and for us that really runs the economic security. because if you don't have economic security you don't have anything, much less the ability

to get out of a violent situation. but my mom needed when she was in that situation was job training because she dropped out of school. what she needed was employment, somebody that would give her a job, what she needed was housing so that she did not have to go back to an abusive situation. what she needed was childcare so someone can watch her kids and what she needed was financial literacy because nobody taught her to write a check or balance a checkbook. what she needed was pretty to understand the power of her voids in her vote and who to talk to in the government to could help her. those are the kind of things that we should be resourcing and equipping women in those situations with. whereas it has been incredibly important and valuable to invest in the ngos that provide those services, it is a band-aid for

an emerging problem that's greater and at some point we have to pivot. and if cova taught us anything, it is that the status quo is not going to work anymore. yes, these are hard decisions and yes they are tough. as a black woman who has been a single mother living a reality of understanding what it means to have to have a budget, to make cuts and to rearrange things to make things work, i understand this. i also feel strongly that now is the time for us to be resourcing and a quick meeting the women who experience domestic violence with those tools. i will also say this which i think is very important as well. about 30% of women experience domestic violence and where is that is about 30% to many that

is not the majority of women of girls in the city and county of san francisco, in the state, or in this country. the vast majority of women and girls in the city have not been being served by this department. that is shameful. in many respects this a course correction and this is a leveling of the playing fields. this is evening out funds the limited funds that we have in order to give everybody a fair shot at success. again, as someone who has lived this experience, this is not an easy decision for me as well. but it is one that i am confident in and i'm hoping that this board will trust that i know what i'm doing, that i have really given thought to how we move forward in how we move this

department forward. i think it's been laid out very clearly. we sent along with the presentation an executive summary of the departments, which really charts the path forward. again this is about the question that should be before the committee and the board of supervisors going forward is what can the department of status of women do to provide programs, education, resources, training to have the greatest impact on the greatest number of women, girls, nine barry and ruchira women in san francisco. that to me is the question is on the table. the vision that i have shared today they set out clearly. it is about reallocating any more anymore fairway the resources that this department

perceives to help all women. and hallelujah. i hear you 100% and agree with you 100% i cannot tell you how excited i am about this. just wondering, between this budget that you have presented us and your ideal staffing what is the monetary difference? >> i think the difference is if we were soon everything at the highest step which we do and the load that we're looking at between 650 and $750,000 for the additional staff. >> and that 10% cut to the contract how much and what is that number? >> so that number is probably about between eight and 900,000 and those are the funds that are used to a sickly seed fund these

other two problem areas. >> fantastic you are an inspiration and name so excited. thank you for accepting this job and for being a visionary leader. i hear my former colleague, sandy would be screaming with joy between the two of us and we were perpetually frustrated with this department and it is just really exciting, inspiring and a breath of fresh air, thank you so much for all of your work. >> president walton. >> [shamann walton, president] thank you chair haney and thank you this is important that we are being led by somebody with importance and i too am excited about your leadership. i have two questions as it pertains to the domestics of

domestic violence in particular how we of the black women continue to be the highest account of the victims when it comes to domestic violence and what is the department doing to fund or support more black centered survivor services and programs? >> thank you for that question president walton. this was one of the bullet points in the presentation in one of the points that i pulled out to speak to. that is that the department does not have the best track record with respect to its funding allocation and alignment with the communities that are most impacted. to your point, black women have continued to be the highest percentage of domestic violence victims. young black girls are the highest in terms of youth your traffic.

the department historically has not given any money towards resource centers that focus on black women. that is a glaring discrepancy with respect to racial equity ants were finding that allotment will be corrected under my tenurenfñ?ñ?. we have moved forward with providing and setting aside funds specifically for black women against domestic violence resource centers and other initiatives centered around black women who are victims of domestic violence. i will also say that our indigenous and native american sisters have also not received any funding from this department historically, also a glaring inequity in our funding

allocation. also something that will be corrected under my leadership. so, the statistics and the data is very clear. it paints a very clear picture of where the biggest need is and unfortunately, the department has not done the best job in ensuring that the funding was in alignment with those statistics. we will be correcting that as we move forward beginning with the fiscal year. >> [shamann walton, president] thank you and i think you for taking ownership for saying it would be corrected under your leadership. i think that's important and i appreciate that. and then i like and i heard you discuss early to several departments about support for justice involved individuals. does the department supported justice involved women as a categorical focus moving forward or are there other plans to do so? >> absolutely.

again when we just look at the data and the statistics we know the communities that have been marginalized and targeted they are most in need. unfortunately, those are communities that have not necessarily received the support in the way of funding from this department and again those are exactly the kinds of communities that we will be targeting with new funding going forward. >> [shamann walton, president] thank you director ellis, chair haney. >> [matt haney] thank you to president walton. >> thank you so much for all of those strong words and those affirmations. i'm so excited and i know you and i have had some good conversations and we're very excited to have you and your new

role. the answer pretty much all my questions on domestic violence and thank you for sharing your own personal story i think it brings so much power to the position and talking about what perspective you will personally bring intel important that is to the work that you're going to do. the one thing that has always struck me about the status of women in this study. in particular, again going back to communities is prenatal care. and that particular category of prenatal before that she child is born, infant mortality and then some of the early health and access to health for children from the most underserved and community most impacted. i wanted to give you an

opportunity to speak at that about that because i know that something that you were very concerned about interested in. >> yes and thank you for that question and again, the statistics show that communities of caller, women of caller, black women in particular have the highest rate of maternal great mortality. something that until very recently was really flying under the radar and not a lot of people paying attention to it. those are the kind of issues under this division, this new direction has expanded portfolio of work that we look to work on. we look to work with other departments like the department of public health and other departments to really talk about and elevates this issue and to bring a just attention to it but resources to it. in so there are so many other

issues like those that this department should and will be dealing with, understanding there are many issues that intersect the lives of women and girls and many opportunities for us to create and help them create pathways for successful opportunities. >> thank you and thank you chair. >> [matt haney] thank you and isu many of the comments that have been made and can you for your vision and really underscoring the transformational approach that your department and your leadership can bring to the lives of women and girls and transgender women, binary folks and all of that acquires having a comprehensive vision laid out.

one of the things that i wanted to ask is if one of that vision a part of the division turns turning them near on ourselves and looking at the experience of women and girls in our city government and in our policymaking? one of the things that we have seen with the officer racial equity is a real transformative approach to hold our own departments accountable and help the metrics get to them and plans for them. i would love to see and again, there are so many things that could be done but i would love to see some element of that as well really helping us do better and setting the standard. we are one of the biggest employers in the city and in the county. and obviously, the policies that we set and make touch the lives of everyone in our city. are there any aspects to, i know

there's a civic engagement and things like that the obviously impact policy policymaking. but are there any that you see for really making sure that we are critically analyzing our own operations in the city and improving them to set the standard and have the greatest impact for the many people that work for our city and the impact or would be impact of their policies? >> absolutely the question is yes. we have an obligation it as part of our mission and it's part of the charge for the department commission and it is to ensure that san francisco sets standard. as one of the preeminent cities, not just in the country, but in the world. we have both an opportunity and an obligation to lead. even and especially with respect to holding up the mirror to ourselves and having the courage

to have what can sometimes be a difficult conversation with herself. holding ourselves accountable and so we have started the process of looking at other departments to partner with to do just that. i believe it is unconscionable for us as a city and county to demand other cities and counties, states even, to do what san francisco would not do or does not do. we have an obligation to ensure that the city and the county equity, gender equity, racial equity, equity across all categories in malabar departments. that is one of our expanded mandates that the department now has that we will be leaning into heavily.

>> [matt haney]. i appreciate that and i echo the sentiments from supervisor ronan that we want to make sure that we are supporting what has been, unfortunately, an increased need around the impact gender-based violence and violence against women and went to support that and we want to support but you have put forward here and finding the best way to do that. also allowing you and supporting you in your vision to focus the work and staff in funding of your department appropriately. i appreciate that sentiment and that division and i'm sure that this budget committee will be very supportive of all of those things. with that we want to thank you for your time and hopefully we will make sure that the law library is understanding and hopefully they are still here

and got to hear this great vision as well. again, i appreciate you as well and thank you for being here with us. were all excited what your leadership. >> thank you chair haney and thank you members. >> [matt haney] grates and we have the law library here? >> i hope you can hear and see me i did not hit the sound button fast enough before the first time around. i am presenting an oral report and i want to first start with an explanation and background about the law library. it's a different kind of critter. and some of you may not be familiar with it. the law library was established in 1870, by state law and it has been the model for all of the subsequent county law libraries

that were added couple of decades later. the law library is governed by an autonomous agency and is governed by the board of trustees, which are san francisco attorneys and the superior court judge and judges on appellate department records. they oversee our library confirmations, finances, government and as they were quire and impeccable integrity and staff. the law library provides free services to all san franciscans. the enabling legislation, hang on here in 1870 provided that the city and county should provide library quarters, utilities, the names of three positions and small amounts for miscellaneous items. but all of the normal operating expenses including legal materials and updates, electric or in print formats, legal databases, staff salaries and benefits, equipment, furnishings

and all items necessary for a law library to function are not divided by the city and county but funded by a small portion of civil filing fees. unfortunately, since 2008 the filing fees have, the lie library have dropped by 50% and this year they are filing fees for 32% lower than last year's filing fee income, which was of course was low. this is a huge impact on us and i will talk about that and a minute. law library's proposed city and county budget does not have significant changes, no new positions or programs, which is the case for many years. any changes from year to year are related to the lease on the building where the library resides. the library has huge impact as a result of covid and the filing

fee crisis. unfortunately for us, 2020, was her hundred and 50th year with me be celebrating, but instead we started reimagining our services, collections and what access to justice looks like in a pandemic. as it turns out, we found our services remain in high demand and will become more crucial as people try to legal issues stemming from covid. covid and budget reductions due to the filing fee decline have forced library to lay off three employees and work with bare minimum staffing levels to provide remote services during clothing. the library also did not fill one of the three ccl funded management positions in order to provide budget relief in the last budget cycle. in order to cope with this, we had to cancel many legal subscriptions to reduce cost that offered substantial enhanced legal information services online.

yikes, i was going so fast. i don't want to keep going if you rather i stop but the law library has resources that are electronic. we have sophisticated online guides and resources for people. we have a program that enables city and county departments, their employees, people in the public to have direct access to very involved in complex in terms of the terms of the offering next to the digital library. the department has taken revenge of that which we are happy about. the library works of the test site for the california judicial council self-help guide, update project and it works to revise and create easily understandable legal information's resources to

the public. we offer a lot of materials for unrepresented litigants and the superior court has identified a major problem in courts that the fact many people come into court on their own are unfamiliar with the process. and we have resources that are denying art are meant to help i mean that that part of the public. i will go into it now because i'm over my time but i do hope that you will see what i sent regarding the resources that we have that are particularly benefited the supervisors and the staff regarding legislation and other materials. we would encourage you also to subscribe to the lexis-nexis library the digital as well. our future planning goals and impacts for the library have to do with where we are as a result

of the funding crunch. we made many adjustments to provide services during the pandemic and we will continue to create alternative ways to expand outreach to larger and larger sector out reaches of the community. we are limited for the lack of funding for sufficient staffing, material updates, the high cost of legal databases and there's no way to determine if the filing fee situation will ever return to a pre- 2008 level. but we are particularly challenged by these funding issues. as an example there used to be a day when we would have over $1 million in filing fees which supports most of the library business. but this year we have about

650,000. art historically legal databases have cost hundreds and thousands of dollars to subscribe to for each and with the budget that is 600,000 and having to pay 200, $300,000 for digital databases this is a real crunch. we are not able to hire new staff to replace those that are laid off but our staff is committed and we are hoping to find ways to provide this service has been quite full during covert. we have worked with other departments and appreciate that. we have seminars for the public, attorneys supervisors, if you so much. >> [matt haney] thank you for your work for your time are there any questions or comments? i'm not saying any think you for

your presentation and your patience and sticking around to make you so much for your work we really appreciate it. >> thank you i appreciate it to. i say one thing? >> [matt haney]. sure. >> this is my 34th year of annual budget hearings. i'm a dinosaur and i have seen all kinds of things over those 31 years but i have never seen a budget board hearing as, with the supervisors as well-prepared as all of you are. it's amazing. so, i congratulate you. >> [matt haney], i was not sure if you're going to say there, but i appreciate the comments. and that means a lot and thank you for your 30 plus years of service. we are deeply appreciated and we have very long hearings but we always, every presentation we are learning and to hear about your work and with the library does and its critical services

you provide. thank you so much. >> [matt haney] alright and take care. let's call the rent board and then colleagues, i'm going to call after the rent board a brief recess so that we can get a little bit of a break but let's do the rent board first. welcome director collins. >> thank you supervisors, sorry i jumped the gun on my screen sharing get that settled here. thank you so much and good afternoon, thank you chair haney, president walton and supervisors for allowing us to present to you today. my name is robert collins, i am the rent board director. let's get started with our slides here. so, the rent board's mission is to protect tenants from excessive renting uses and unjust convictions while ensuring landlords there are inadequate rent to fair,

evenhanded and consistent administration of the law. as far as our strategic roles are concerned, these were developed several years ago and we will be changing them based on the we have learned during the pandemic. and also our new responsibilities going forward we will focus much more in technological investments to carry out the new functions, including online filing. i wanted to address some of chair haney's questions that he had in the budget letter so let me begin by doing that. as far as the limiting corruption and waste, we tend to we can continue to communicate expectations and requirements and staff. we have a work order with the administrative services to provide experience and expertise that we may lack in the departments. we plan to improve conduct and oversight working with the appropriate city resources and

we will implement any audit report recommendations of come our way. as far as we are rebuilding a better city or building a better city, we continue to provide services to all community members will focusing on black, latino, asian, rgb tq native and other community members that have been most impacted and have many block to services. in my department we serve the entirety of the department and we will start to rebuild the and do it better.

we will make changes to housing and we will continue to make changes to housing related loss rent and to the best of our ability we will leverage upcoming significant technology changes to not only carry out the collection of the rent and the rental housing inventory but adding online filing documents insufficient in a way that is culturally competent. we are, again as i talked about, creating a new pull for the collection of the rent port fee in the rent house inventory and then we will allow the filing of all documents and petitions through that portal. again, in a culturally competent way and we will make data and make them more transparent to all parties include in the public and all city departments. he was well of course. we have work to the office of civic innovation in the past and intend to do so in the next phase is as we develop our technology further. as far as legislative changes this is been a really significant year for us and a major change to rent control and probably 35 to 40 years. new legislation requires the rent board to create and maintain a housing inventory of all subject units in the city initial license for the owner that is required for the owner to impose any rent increases. the department is creating a new division to fail this function and it also works with the one center to help with the new requirements. the new wasn't placed in supplies is approximately 235,000 units spread within

93,000 parcels of the city. in addition the department will begin coating the rent on its own and the next fiscal year. the function that was officially carried out with tax collectors office. in addition chair haney, authored legislation that became effective in 2020 of december that allowed units under the jurisdiction of the rent board and limited the exemption based on the unit was built. excuse me and sorry for the interruption but we are not seeing your presentation go you're not? we are not. okay boy. try to do this again. can you see it now? no. okay boy. >> mister felipe are you online can you assist us in assuring slides?

>> i would need directions to which side you're on. >> , thank you so much. we are on slide six. so we are almost at the end there. number six budget. and i apologize, i could not see the slides myself but i assume that you could. >> i will resume your time. >> thank you so much, thank you so much. subject to budget. cure the responsibility as we now have we are moving to a larger office space and adding 12 sde's this next fiscal year including it staff. we have a budget for outreach which will focus on the new term with changes taking place and we are investing heavily in technology to allow all new functions to be carried out entirely online in the future

and to carry out the immediate functions that we have. the proposed budget for fiscallñ year 2021 and 2022 is about $14 million and includes 47 ftes. as far as performance measures, the next light if you would. i just wanted to share with you that our performance measures highlight some of the most important aspects of our departments and in this case i wanted to highlight the last one which is the number of documents that we produce in languages other than english in an attempt to compliance with the language access ordinance and something that we are deeply committed to. in the next light if you would please. as far as racial equity in language access, i wanted to thank the assembly, the director of racial equity in the departments racial equity team made up of her deputy director and red supervisor for the extent of which are departments racial and we plan. we plan to develop a higher and recruit policy which we are

quite proud of and me have that aligned us with the citywide band within the department's, simply recruiting hiring strategy to attract and cultivate diverse candidates at all levels at the department invested in the diverse and equitable talent pool by having a robust internship, fellowship, pretender ship and pray partnership program and collect the standard i'd rent and participate routing and onboarding in the future faces plan to retention and promotion, discipline and separation. diversity leadership, mobility and professional development. residual culture and this is of collusion on belonging and lastly, we will be working with our commission. as we conclude with this i wanted to think some people. with a pandemic hit were able to move operations off-site while minting our call center and voicemail that way until we could work with them to establish the call center thank you to dtn our staff and we had a brief hiatus on hearings and

mediations to make, of 2020, we began to have them again using teams and i would like to thank our staff for their dedication during this difficult year. i also want to thank you for your support as we have crafted different pieces of legislation and throughout the entire process i feel very supported by all of you and i wanted to thank you for that. a wealth wanted to thank mayor and the mayor reed's office and especially the mayor's budget office, the city administrator and staff, the director real estate and legislative budget analyst fred bussard and his team for the great analysis which was the basis for our plan, since you produced two great reports on many of the changes that we had this year. thank you all so much for that and i am here for any questions that you may have. >> [matt haney] thank you this is much appreciated. i know you touch on this a little bit with the additional

responsibilities as it relates to the expanded just because protections is that leading to additional staffing for you all? i did not catch whether that is requiring additional staffing and whether you need to monitor that. >> both new mages of responsibility are the areas in control protections, except for price control, but everything else has been extended by legislation that you authored, chair haney. so that those other units, were talking about 45,000 units or so that were added at lease to the rental role and that gives us additional workload. we were originally going to ask for four people to cover those functions and to cover the other units and then on top of that we have the new january 2021 requirements for the housing

inventory and so that is responsible for maybe eight more physicians and a lot more spending on technology and also a bigger work order with 311 for example. we really are in the process of making our department and that's why the budget increase is quite significant. part of that is the space and tenant improvements. symbols are one-time costs in some of those are ongoing. we do expect a bump for a couple of years and cost of and hopefully come down once we are done with tenant improvements and space that we are occupying that as a result of both major changes to her ordinance, one is including everything that was after 79 in the second is the rental house inventory. >> [matt haney] great, thank you i appreciate that. and i am excited to see that you all rx banting networking support to do so. colleagues, let's see do i have any of my colleagues wanting to

give comments? now that i told him to get a break after this the file [laughter] that combined with i think everybody is very supportive and appreciative of your work and leadership. and we are glad that you are going to get some more support in your budget to do so. >> commencing any additional questions or comments, thank you director collins see you next week. >> i've a question is related to the rent board would you consider item number nine? >> [matt haney] yes absolutely. >> item number nine ordinance amending the administrative codes require the rent board to collect the rent board fee through invoices rather than through property tax bill and enforce penalties in the event of nonpayment of the fee and to the existing law regarding the prestigious landlord portion of

the fee from the tenants, members of the public who wish to provide comment on this item should call 415, 6550001b vid 413-14-4843, then press pound twice if you've not already done so please dial * three to speak, this needs to be indicated and please wait and to have indicated that you are an muted and you can begin your comment. >> [matt haney] great thank you, doctor collins, thomas. >> thank you chair haney, president walton and supervisors thank you for telling me to present on this. this change to how we collect rent fees. the ordinance amendment admitted the requiring the rent to be collected from invoices rather than the property tax bill between post penalties in the event of nonpayment of the fee and to clarify existing knowledge regarding the procedures for landlords to recover a portion of the fees from their tenants. this is a law and with 210617,

the existing city for the orders on the rent cost and currently the fees collected by means of an additional charge it appears the property tax bill and failure to pay the fee is of course similar to the tenant forgetting paying property taxes. under the amendment that proposed would move them from the property tax bill and would instead have the rent collect the fee through invoices to owners of the feet the rent board will collect it and then you're to pay the fee on time with resultant penalties of 5% for month. three months the rent board will refer the matter to delinquent revenue collection so, they are collected through invoices rather than the other property tax bill with the exception of penalties for late payments. that penalty, i'm sorry the manner of capital catholic the

fees really has not changed. so with that i turned back to thinking. >> [matt haney] great questions or comments colleagues? i'm not seeing any can we open this up to public comments? and we should say to the public who are listening this is public comments only on the collection of the rent board fee. >> yes mister chair i can see if there's any colors in the queue, members of the public he was to provide comment on this item please plus * three now to be added to the queue for those that are all ran hold please continue to wait into the system indicates that you have been on muted, are there any callers who wish to comment on item number nine? >> we have no callers in the queue. awaits, i'm sorry when popped in. >> could you please and with that caller please? thank you.

welcome caller. >> yes this can you hear me? hello? >> hello caller please proceed. >> thank you begin anonymously thank you for taking this up what i did hope was that for those who are not familiar with what the registration entails, presumably with the benefits are to tenants i thought perhaps there might be a very brief discussion of what the benefits are for tenants who apparently are going to be paying through pass-throughs or some other mechanism for the registration fee. we did hear that the registration fee would have to be paid by landlords if they wanted to get increases but i imagine that the registration also has some benefits for

tenants that we have not yet heard i would appreciate what those are hearing them. and you might want to know before you vote on this. thank you very much. thank you for your comments, are there any other colors in the queue? >> know there are no more colors in the queue. thank you. >> [matt haney] public comment is now closed. director collins could you respond to that question around the effects on tenants and if there is any expectations there? >> thank you chair haney, well the rent for c is something that the landlord pays for bike and passed on to the tented or half that can be passed on to the tenant so as far as who pays for it it would be a 50/50 distribution if the landlord chooses to do so based on the

requirement that the landlord also pay any security deposit interest before collecting the rent so as far as payments that is evenly split into two sides. as far as the rental housing inventory does not require payment of the fee it requires that they have the landlord submit the unit and then being substantially compliance before they could raise rents. as far as the data that is collected, i think there's going to be a number of different benefits, some examples are for example having an example inventory that in san francisco including the address of every rental unit that is something that we lack as well as some of the other information is being requested. with that i turn it back over to you chair haney >> [matt haney] pq i appreciate them and to make

a motion to move this item to the full board and on july 13th with a positive recommendation and we have a second? >> second. >> [matt haney] second by a vertically of recall please. >> yes marc. >> kye. >> member roland i. >> president walton. >> walton, i. >> you chair haney >> [matt haney] i have a positive recommendation on july 13th and thank you again for all of your work trip to collins and we really appreciate it. and thank you for this lovely evenings. absolutely and thank you. okay colleagues and going to now recess this meeting

the june 16, budget and appropriations committee meeting. madam clerk, can you please return us to items 1 and 2. >> item number 1, budget and appropriation appropriating all expenditures for the departments of the city and county of san francisco as of june 1, 2021 and june 30, 2022. item number 2, enumerating positions in the budget. continuing creating, or establishing these positions. members of the public who wish to provide public comment on these items call 1-415-655-0001.

meeting i.d. 146 314 4843. please wait until the system indicates you've been unmuted and you can begin your comments. mr. chair? >> chair haney: next up we have the asian art museum. >> good evening. i'm the c.f.o. of the asian art museum. the director sends his regrets. he was anticipating the meeting since this morning, but there is a 6 p.m. program event he was hosting, so he regrets that. let me share my screen. >> yes, it's working we see it.

>> the asian art museum mission is to inspire new ways of thinking by connecting diverse communities to asian arts and culture. it's to make asian art and culture available to everyone. we believe we have great impact. i've been at this museum for one year and i'm proud to be part of this organization. as you can see, very recent position. our new exhibition space -- [indiscernible] is just about complete and we'll be opening this new space in mid july. what you can see from the street, part of the -- there is a trio of murals by asian american women. the one you can't see, don't

mess with me, highlights victims of sexual assault. miller, i am, i will be, gives inspiration to those recovering from trauma. we're proud to advise -- asians and asian american artists to change hearts and minds. and the museum also, proud to provide leadership in our stand against asian -- anti-asian violence. so in terms of budget, the budget is $10.7 million. and it can be seen from the pie chart it is comprised mostly of personnel costs related to security officers, building engineers and payments for the

building utilities and insurance. the proposed budget contains six vacant positions which include security officers. five security officers comprise 15% of our security staffing as well as a reduction in general support for the museum. what does this mean? these reductions have resulted in reducing our operating hours from six days to five days a week. it's reduced the amount of our education and public programming for those who aren't aware, this museum does provide curriculum to the san francisco unified school district and pre-pandemic we were hosting 30,000 students each year. these budget cuts were -- [indiscernible] we still have systems in place from when we relocated to our

current site from golden gate park. so, we ask for continued support of the arts. the asian community and the asian art museum, so it can fulfill its mission of providing asian art and culture to all. you also asked we address fiscal accountability. we have a track record for holding ours to the highest level of integrity and compliance. and have always held as a core value, the -- public [indiscernible] this museum has also been closely evaluating our landscape and we have just begun embarking on a strategic planning process to evaluate and create a long-term strategic plan. the goal of the strategic plan

will be to expand our impact more broadly by expanding our audiences to better represent and support the communities we serve. and with this plan, the museum also helps to maximize its proposition of deeper exploration of asian and asian american culture. we'll be using technology on site and virtually and magnify our local, national and global reach. with the extended reach, the museum anticipates growing revenues and its impact to those -- [indiscernible] we have also recently formed a community engagement committee to also help better understand the communities that we serve. and so that we can continue moving forward and continue to be -- always striving to be more equitable and inclusive as a museum. and lastly, to support

accessibility, we continue to support the san francisco museum for all programs and in addition we continue to have free access to the museum on the first sunday of each month. and to conclude the presentation, i just want to note that our -- space and the team -- continuity exhibition will be opening to the public on july 23rd and we're super excited for this. it's to showcase on the beauty and what we can offer at the museum. for those who don't know, it's an interactive artwork that draws images from east asian art. we hope you will see this and thank you and happy to answer any questions.

>> chair haney: thank you for that. thank you for addressing the different principles and it's exciting to see that you already have an event this evening. and we hope it goes well. and i'm looking to visiting the museum when everything fully reopens. when we met before, i'm very grateful to have a museum in district 6. supervisor safai? >> supervisor safai: thank you. thank you, chair. just one quick question. director lee, going back to the original slide, you said there were six vacant security guard positions. something that i've worked on over the last couple of years with folks in the asian art museum as well as the de jonge, one of the things that's been a

source of frustration has been what the existing staffing, there tends to be a demand for -- can you hear me? >> i can hear you. >> sorry. there tends to be demand for either temporary workers, people asked to do overtime and so it's a lot of stress put on existing staff. just wanted to understand if there is plan to fill those security guard positions any time soon? >> right, so these vacant positions have resulted in the past fiscal year. in order to meet the mayor's targets, given we don't have a lot of discretion in our budget, we had to -- we really -- freeze the vacant positions and it was very coincidental that we had three positions retire. we actually haven't utilized

overtime because unfortunately the museum has been closed for half of this fiscal year. and then also during the course of this fiscal year, we had two additional retirements. and then with the additional budgetary cuts, we had reduced that also. so all as needed is relatively ahead -- i think it is only in the order of magnitude of the equivalent of less than one fte in terms of dollar amount and we use that to bridge unexpected absences beyond the norm. and also the exhibition programming varies across the year. sometimes we need to staff up. but the vacancies are relatively new. they're all as a result of the pandemic and the budgetary constraints. >> supervisor safai: as you start to ramp up to more capacity and i know there was

instructions originally to constrain budgets, but now as we move back to more normalcy and budget surplus, i'm curious, do you have plans -- what is the right word -- as the visitors increase, if you'll have plans to fill those positions? >> right, so the budget right now does not allow us to fill the vacant positions. we have seven today and the budget is allowing us to fill one of them. we are treating the position where it's been vacant for more than a year. we can also -- [indiscernible] security and museum. we are worried as, you know, the -- the economy opens and visitors return about supporting that. so one of the first reductions we did was reducing our opening days from six to five.

obviously, we'd like this be open six -- to be open six days. but it is something we think we can manage, but we're very concerned going forward. >> supervisor safai: thank you. thank you, mr. chair. thank you, director lee, nice to meet you. >> chair haney: thank you, supervisor safai. colleagues, any additional questions or comments? not seeing any. i appreciate you being with us. and we will see you next week. thank you for your time. >> thank you. >> chair haney: next up we have the fine arts museum. >> good evening, chair haney, supervisors. i'm joined by justin, the c.f.o. of the fine arts museum. the fine art museum is comprised

of two museums, the legion of honor and the golden gate park. our mission is to -- next slide. i'm not seeing it. our mission is to connect our visitors with local and global art in order to promote their knowledge about the past, deepen their engagement with the art of today, and stimulate their creative agency and their own future, all of which seems highly relevant in the national discussion about systemic racism and equity. over the last two years, we've written and rewritten our strategic plan taking account of the economic situation and the national dialogue about these issues. i think you should be seeing our strategic initiatives on the screen.

they've comprised engaging -- contributing to the quality of life of the residents of the bay area, supporting our tourist industry, bringing equity and reflecting the diversity of the bay area. investing in and expanding the city collections and making sure the museums are kept in good standing. and applying fiscal prudence in everything we do. overall, all of this, the turn of the top is increased transparency. we have bimonthly board meetings which members of the public can ask questions. i have biweekly meetings with my staff. we have a blog on our website that tracks our efforts to become an anti-racist organization. >> my apologies, director campbell. through the chair, we're not seeing the slide deck advancing. >> okay, let me redo that then. >> i'm pausing your time, director campbell.

>> can you see it now? >> we're seeing your screen saying j.s. >> sorry, i did practice this earlier. >> we do have a copy of the slide. we can bring that up. >> hold on for a second. it was working just fine before, that's the funny thing.

>> we had it there for a second and now it's gone again. we do see it now. thank you. can you see the budget overview? >> no, we're seeing the mission. >> oh, weird.

just a moment. >> i'm sorry, the pdf is displaying on my end, but does not appear to be pushing through to your teams meeting. if we have a power point version of this, perhaps that would work.

>> does the committee have our presentation in printed form? shall i carry on as a spoken narrative? >> can you see it now? >> don't worry about the presentation. just continue. >> okay. >> so, now we're seeing strategic initiatives, if you can advance that to the budget overview, otherwise i'll keep going. >> i'm on the budget overview. keep going. >> okay. so budget -- the total general fund budget including capital expenditures is $19.8 million for f.y.22. payroll and benefits represent 72% of the budget. there are no new positions in fy22. in general, we have 10 positions

unless an employee is on a leave of absence. 2% of the budget is contracts. capital expenditures is vital to maintain the buildings. we have a lot of deferred maintenance. so we're very hopeful on that. general funds shows that the total spending by the museum, city and not-for-profit is $72 million. the general fund support represents 28% coming from the city and is the foundation of the museum. and your -- the city support allows the non-profit to focus on community impacts. to that point we've recalibrated our plan. this is dragging a lot of new

initiatives. we've developed development opportunities for professionals with more backgrounds to our community representative program through a new cataloging fellowship and paid internships. we have museum-wide training last fall. and we continue to realign our budget priorities with the diea lens. and thanks to funding from the city of san francisco, opportunities for our program will be offering mentoring and training to 10 interns. in the community engagement and access front, our free saturdays program allows every resident in the bay area to have free access -- general access to our museum on saturdays. we welcomed over 100,000 people prior to covid through this program. obviously, that number dropped during covid, but we're looking forward to the number picking up

now that capacity restraints have been lifted. our low-income household visitors and those from diverse backgrounds. we're thinking hard how to serve the community. during the shutdown we opened to all bay area artists. we selected 800 works by 650 artists. all of which the artists were able to sell, which helped them. it was also a morale boost for artists in the bay area and our staff supporting the artists. our exhibition program has been very, really bringing forward -- overlooked in the past. we currently have at the legion of honor an exhibition by the kenyan artist who makes

sculptures that confront colonial values. i hope you will visit us. next stop in deyonge, we have an artist, meditation on migration and immigration. very relevant in the context of anti-asian racism. we have jude chicago, it's the first retrospective she's ever had and then we have a exhibition of the african-american designer patrick kelly. so our exhibition really is reflecting the diversity that we're aspiring to represent through our work. finally during covid, we developed a new program really seeking to hear community voices. collaborative like see black

women and focusing on local issues like public monuments. and we plan to continue that sort of further engagement with our community. so i'm sorry about the slides not having worked, but i'm very happy to answer any questions you may have and thank you for your support of the museums. >> chair haney: thank you. colleagues, any questions or comments? appreciate you working through that. i don't have any. supervisor mar? >> supervisor mar: thank you. yeah, i just wanted to thank director campbell and all of the staff at the fine arts museums for the -- all the important work that you do in maintaining these world class cultural institutions for our city. and i think i'm really appreciative of the efforts of

the museum leadership to keep and make sure the museum is relevant to our city in addressing particularly racial and social justice concerns. and the public dialogue around that. so i just wanted to express my appreciation. i'm glad to see that the mayor's budget, you know, includes increase in supports for the museum. so thank you. >> supervisor, thank you very much. the comments mean a great deal to me and our staff as well. thank you. >> chair haney: thank you so much and ditto for your work. i know this last work has been challenging and everyone has had to innovate and find new ways of connecting with residents and making sure you're sharing the art and i'm sure you're very excited to get back to some semblance of normal.

thank you for your leadership during this challenging time and bringing forward this budget. and we appreciate your time. >> thank you very much. >> chair haney: up next, the academy of sciences. >> please load our slide presentation. >> good evening, chair, and distinguished members of the budget and appropriations committee. my name is mike mcgee, i'm head of finance of the academy and i have the privilege of representing the academy tonight. so as you're aware, the academy is a non-profit, educational institution. our mission is to regenerate the natural world through science,

learning and collaboration. and we received funding through the city charter for the aquarium. similar to pretty much every other cultural institution around, the academy was hard-hit by the pandemic. we closed our doors to the public last march. in june of last year, the academy proactively moved forward with a 30% reduction in the budget, including 43% reduction in the head count. thanks to the support of some federal stimulus programs and careful financial planning from our management team and board, we've been able to begin to recover the gaps, but we have not fully recovered yet. but after almost a year of being closed, we're excited to say we have reopened as of march at reduced capacity. so our proposed fy22 budget is about $5.5 million. it's about the same. this provides partial funding

for maintenance and operations of the aquarium. 36% of the budget goes to salaries and benefits for the 11 stationery engineers. 29% to utilities. 27% to operating expenses and 8% capital projects. in addition to our own well-being, we also care about the impact we have on the local community. we recognize thatter a major employer and a tourist attraction for san francisco, particularly on the west side of town. over 60% of our employees live in the city and represent our city's diverse population. prior to covid-19 we consistently welcomed over 1.3 million visitors into golden gate park and the surrounding neighborhoods. and to remove barriers to access we offered free admission or discounted for a variety of demographics, using a variety of programs. we look forward to returning to

these numbers as our institution recovers from the pandemic in the coming years. the academy is excited. we just finished our new strategic plan and our vision statement which you can find on our website, within a generation, the natural world is healthier, more resilient and wilder each year. we're motivated to take on the ecological crisis of our time. and to do this, the academy is going to leverage expertise, cutting edge research and diverse voices. all with the goal to accelerate solutions to our climate crisis and revitalize connections between human and nature. the future of our planet demands that we go beyond sustainability. it's not good enough anymore. so we're seeking not just to sustain, but to restore and

renew california's treasured habitats, our coral reefs and ecosystems. so we greatly appreciate the city's support. it is crucial to our operations. and working together, we're making a difference. thank you. i give the floor back to chair haney. >> chair haney: thank you. we appreciate the way you've innovated over the last year. the future of the academy is exciting and critical to our ability to engage our residents and visitors and just do a tremendous amount for the field of science. i was a frequent visitor when i was young and i have very fond memories of it. like many people, i found a lot of inspiration from the academy. i appreciate you and your staff for your work. >> thank you, we'll pass it

alone. appreciate it. >> chair haney: colleagues? questions, comments, seeing none, you're good. thank you. next we have the arts commission. >> hello, good evening, supervisors. how are you? my name is ralph remington and i'm the director of cultural affairs for the san francisco art commission and i'm the first african-american to serve in this position. so i'm pleased to be four months into my role with the city of san francisco and to be presenting our two-year budget for your consideration. i will be talking about a few of our agency's goals and accomplishments, specifically around covid response and recovery and racial equity and, of course, finances. here we me today is the art

commission deputy director of finance who will be presenting with me. the arts and entertainment were the hardest hit during covid, so our community needed fast response strategy to stay afloat. in march 2020, the mayor launched a relief fund for artists and the arts and within 10 weeks, there was distribution of all the funds to 699 individuals and 65 organizations. we also hired artists to create posters espousing public health messages and thanking our front-line workers. at covid command center, we launched a residency program so the incredible stories and efforts of city workers could be captured in photography and illustrations to share with future generations. our annual glamping program went

from project support enabling arts organizations to use the funds for their most critical financial needs. in addition to fast acting emergency response initiative, the art commission has maintained an eye on recovery and reopening. the mayor has stated if we help the arts recover, the arts will help san francisco recover. i couldn't agree more. according to a report by the bay area council, every million dollars the city invests in non-profit arts organizations generates and supports 385 jobs. the arts in san francisco is a $1.7 billion economy that supports 37,000fte. these investments are among the best out there. i will highlight only one of our several recovery strategies.

the $870,000 invested in the nation's first guaranteed basic income pilot for artists. that expanded pilot provides $1,000 in cash relief to 180 artists for 18 months. racial and cultural equity are at the core of everything we do at the art commission. our grants are guided by cultural equity endowment legislation that prioritizes bipoc, lgbtq, disabled communities and women. in addition to participating in the dream keeper initiative, we're proud to be leading the memorials advisory committee in partnership with h.r.c. and rec park to examine the racist underpinnings of our historic

monuments and develop guidelines to determine the city's future in art. we look at all of our financials through a racial equity lens, because it's in these numbers that our values are on display. and with that, i'll turn it over to raleigh, our c.f.o. >> sorry, sorry. good evening. members. my name is -- deputy director. in this slide, fiscal years 21-22 and 23. as you will see, our budget increased to $51 million. this is driven by a one-time appropriation of $23 million in capital funds for seismic retrofits for the mission cultural center for latino arts and the african-american art and

culture complex. in fiscal year 22 our agency's hotel tax allocation hit $4 million. as those revenues are critical to our core support function, we're slated to receive $7 million general fund backfill to supplement the acute loss of revenue. at the bottom of the slide, the red portions of the graph illustrate the backfill that will enable us to maintain a more constant level of support for artists and arts organizations, the majority of which serve black and brown residents. 69% of our c.b.o. grants serve bipoc communities. and 73% of our individual artists grands are awarded to

bipoc san franciscans. moving on to the budget expenditures. the general fund backfill is allocated to our grant-making programs. you will see capital funds to for our neighborhood cultural centers. we note that this despite increase in budget, our fte count remains the same in the next two fiscal years. thank you for your support for the arts and we're happy to answer any questions. >> i should also interject and say we're also joined by our deputy director of program joanne lee. >> chair haney: thank you. appreciate it. and we're grateful to have you in this role. i did have a question about the hotel tax. i know that it's reflected there that you had sort of a pretty

significant decrease in the level of funding from the hotel tax. it was my understanding there was some effort by the mayor to backfill some of that and to hold you constant -- as a result of that, is that not accurate? >> yes, that's accurate. the mayor -- i mean, she stepped up like a champ and backfilled us and made us whole and that was -- we were really thankful for that as well as the entire arts community was grateful. >> chair haney: that's not the case for next year? >> yes. raleigh? >> sure. next year we're still projected to get a little bit of backfill, but not as much this year, because we're expecting hotel tax to ramp up this next fiscal year. >> chair haney: okay. president walton?

>> supervisor walton: thank you, chair and thank you director and to the team. just a couple of questions. i know you and i sat down and talked about some of this stuff. just curious in terms of your work and communities of color and if we look at racial equity initiatives, what is your main priority in terms of racial equity going this year? >> well, our main priority is really to get all staff, make sure that all staff are trained in the latest procedures and best practices of racial equity and how we disseminate that throughout all of our constituents that work with us. all of our programs. we're can looking at every single one of our programs through a racial equity lens to see who is -- [indiscernible] and who is harmed. from a to z. so we're looking at every aspect of everything we do and if we

see harm, we're restructuring to address those things. so, that's just for starters. >> supervisor walton: how are you complying with language access of the department? >> joanne? >> sure. thank you for the question. we have an up-to-date language access policy and we have an internal process. we work with bilingual staff and vendors to respond to the requests. we're currently working on -- access racial equity work. we're assessing our current language access needs, particularly in light of our virtual public meetings. and so far we haven't received any interpretation requests for our public meetings, but we are continuing to -- how we can have

closed captioning and other tools to increase access. >> supervisor walton: thank you. >> chair haney: are you all done? >> supervisor walton: yes, thank you, chair. >> supervisor ronen: yes, i just wanted to, you know, thank them here as well for backfilling the hotel tax. i didn't know the exact economic figures, but -- so it's very helpful to learn those from you, but art not only brings joy and education and beauty to our city, but the fact that it generates that level of economic activity is pretty extraordinary. so i just wanted to say thank

you for all your work. thank you, mayor breed, for backfilling the gap in the hotel tax and just a big thanks for your work. thank you. >> chair haney: absolutely. thank you for that. i do not have any other questions or comments. i appreciate you all being here. and we will look forward to seeing you next week. >> thank you so much. >> chair haney: next up, the war memorial. >> good evening. i am going to get my slide presentation up. just one moment.

are you able to see that? wonderful, thank you. good evening, supervisors, president walton, chair haney, supervisors ronen and mar, supervisor safai, nice to see you. hopefully there will be in-person festival next year, looking forward to it. and chair haney as resident and employee who lived and worked in the civic center area i want to say how much i appreciate your support of that neighborhood to solve its problems. it's my home and i appreciate that. so i have the honor of running the war memorial department across the street from city hall. we own and operate the symphony hall, the opera house, the veterans buildings. in a typical year we welcome over a million visitors to our

center and pride ourselves on treating all of those folks equally and providing support to a lot of non-profit arts and culture organizations. our budget this year is interesting to say the least. the opera house was the first venue in the united states to have an event cancelled due to the leadership of mayor breed with covid. while the summary looks the same year over year, including the next two years, you notice the earned revenue line where we made a quarter of what we normally earn. we anticipate that to rebound to half of what we would normally make, and then make a full recovery in 22-23. our expenditures are largely in line with previous years. i'd like to call your attention to salaries. the salary spending will go up as we earn revenue. we'll have more security guards and other employees.

in order to earn the revenue, that is offset by the earned revenue. in terms of positions. we currently have two employees. we're working to backfill those vacant positions through the civil service process. in the coming year, we'll be employing 67.9 full-time positions. we really strive here to be ethical, to follow all of the city's rules and treat the residents and investors in san francisco equally. -- visitors in san francisco equally. i instituted a new finance position. that is a position that didn't exist before and she's been able to take over the portfolio of budget, accounting, purchasing and provide an additional level of oversight in those areas to make sure we're following all of the city's protocols with regard to spending and contracting.

compliance, we had a great audit that inspired us to change processes. all of our employees are up to date on their -- and i meet monthly with the city attorney office to make sure we're complying with all legal requirements. transparency is key to us. we're public presenters first of all and we really strive to maintain high standards of that. we have a retirement happening this year which is creating the possibility for us to hire our first ever public information officer. and then we'll be building a new website which will improve public access to information and we're going to create a database of all the resolutions passed by our board for the public. equity is important. we've implemented the racial equity action plan. the board formed the first committee on racial equity which has been receiving reports on a monthly basis and created its own statement. our new website will improve the

language access and we've funded a project with the third party consultant to conduct an audit of the program services, which has never been done before. we welcome a million visitors to the city. we were impacted by covid. obviously, our non-profit was hit the hardest. we work with them to use the spaces to record. we kept the fees low. there was a huge indirect impact to the restaurants, bars, hotels and transportation workers. we support jobs in the hospitality sector, so those folks lost their work and that will be coming back. our goals over the next few years is to work with the license to bring visitors back to san francisco and to diversify the types of presentations that you're seeing in the buildings as well as to mon -- modernize our accounting processes and to continue our partnership to make the civic center area welcoming.

we think there is good return on investment here. the same study that director remington, the war memorial is connected to $430 million in economic activity and supports 9,000 jobs. so that's my presentation. i'm happy to take any questions. >> chair haney: thank you for that and addressing the principles we laid out there. absolutely, you're all a part of what draws people to san francisco. and there is tremendous benefits to the arts, to people's quality of life here and then, of course, all of the economic activity as well. appreciate learning about the ways that you all are thinking about innovating and, you know, putting racial equity at the sent of your work. -- center of your work and we're excited to get back to normal in that regard.

colleagues, i do not see anybody on the roster. we appreciate your time and your work and please share our gratitude with all of your staff and colleagues as well. and thank you for sticking with us and being here this evening. >> thank you. i would stop presenting this, but it won't let me. >> chair haney: all right. next up, the recreation and park department. welcome. >> thank you. good evening. i'm sara madeleine, the director for the parks department and i'm joined with my colleague who is our acting director of finance administration. we're going to take you through our budget presentation which hopefully answers the questions you have.

next slide. at the core of the work that we do in the department, allowed us to pivot to support the covid-19 response through a variety of ways, including our safe sleeping sites, testing and vaccination sites in our parks. and our emergency child care community hub and now our summer camp program. as you are aware, we repurpose many of our sites and all of our recreation and staff to support the city's most vulnerable children through the pandemic. we're grateful for the board's support and leadership.

parks and open spaces are essential to mental and physical health. the parks department live and breathe this every day. but the pandemic was really a reminder to everyone in our city, and frankly throughout the country and world how vitally important public spaces are. we're also an essential part of the city's recovery. most notably, our health and recovery bond will help and create many multiuse spaces in neighborhoods. and also create jobs. it is estimated that every $1 million of bond spending creates six jobs. this year's budget, we're working to address gaps in inequities. the budget helps to maintain the staffing levels despite the economic downturn associated with the pandemic. we propose to expand our popular

park stop program which provides staff restrooms throughout the system and ensures clean and safe bathroom access at some of our busy locations. and finally our budget proposes to restore our workforce development program which was cut short by the pandemic. we made our budget decisions with equity at the forefront and our process was guided by our budget principles which are shown on the slide. and infused with what we learned during the pandemic and the response there. i'm going to hand it over to antonio who will take you through the details of the budget. >> thank you, sara. i'll just trying to give the

presentation verbally. perfect. so, this proposal is $244 million and comprised of three revenue categories. while general fund and open space fund revenue are allocated on formulas, the earned has been affected by the pandemic. in fiscal year 2021, earned revenue was projected to be $29 million which is a 44% reduction from the $51.9 million earned in fiscal year 18-19. the last pre-covid fiscal year. with the city's reopening having a positive effect on our budget request, we have proposed several investments. these initiatives include an equity action and planning implementation team to lead, direct and implement the racial equity action plan. an expansion of the park stop workforce development program to provide park users with healthy and safe parks, open spaces and

facilities throughout the 18 month workforce development program. so, accountability and transparency is paramount in everything we do. the recreation and park commission is the governing body that holds the department accountable to the public and the work of our team is directed by this list of core values you see. respect. resilience, relationships, responsiveness and results. departmental contracts and performance are evaluated and monitored through a thorough process. throughout the years, the department is required to appear, support and seek approval from five separate bodies. in parks, if you don't count, you don't count, to quote our general manager. park scores, strategic equity, tailored division programs,

surveys all inform the department's efforts to measure performance. all residents are encouraged to engage with our work through volunteer events, budget town halls and park openings. we're proud to note there have been 10 million unique engagements over the past year. showing the immense public interest in our programs and open spaces. that concludes our presentation. we're happy to answer questions. >> chair haney: thank you. colleagues? >> supervisor walton: thank you, chair haney, and thank you for the presentation. just a couple of questions. how many vacant positions do you have? >> happy to answer that one.

so, we have out of 1110 position overall, we have 194 vacant. and if i could explain that a little more and add context. that is about 17.5% of our positions. and it's actually $4.8 million above our $18.2 million attrition budget which is what we keep open for salary and fringe benefits. so essentially, 150 of those are held vacant to meet the attrition savings, 44 may be in -- or are actively in the recruitment process or starting the process. and the other thing i'd like to add is that we've been keeping these positions vacant because of the earned revenue loss throughout our department. we have had a great hit on the revenue side and in order to ensure that we stay within our

budget, we have to keep these positions open. >> supervisor walton: how many exempt positions do you have? >> we have 185 exempt position. and the majority of those positions are recreation leader staffing. so, those are people who provide specialized services to the communities like tai chi or yoga programming. and then also staff and the workforce development program. so apprenticeships. we have a few remaining in our capital division through the project managers who work on bond programs where the funding is sporadic. those are three-year positions and then we have senior leader positions. >> supervisor walton: thank you.

>> chair haney: colleagues, any other questions or comments? i do not see anyone with their hand up. i don't have any questions or comments at this time. thank you for your time and for sticking with us this evening and we'll see you next week. department of children, youth and their families. >> hi. i was able to come back. i had to go pick up my child, but i am here now. >> chair haney: good. >> can you see my slides? perfect. good evening, supervisors.

good evening, chair haney, president walton, supervisor ronen, safai and mar. my name is maria, i'm the director and it's my pleasure to share with you the proposed budget for the fiscal year 21-22 and 22-23. i would like to say we created this budget with the priorities that the mayor stated early on during the budget process. she wanted us to make sure we support small businesses and economic recovery which, of course, our cbos are in my mind the real engine for our social services network. prioritized programs that demonstrate outcomes centered around equity and that is at the core of everything we do in our department. homelessness and mental health programs. and we have consistently prioritized children and families who are homeless and

underhoused. as well as children and families who need mental health supports and services. and then, of course, continuing to respond to the need of -- continue to respond to the need of covid as we move into the recovery phase of this work. i wanted to show you the overview of the operating budget. as well as the entire budget. so our entire budget includes the school district public education and enrichment fund as well as the free city college fund. but the core operating budget really is the $193.3 million. which is broken down by general fund, which is 34% of that. and children and youth fund which is around 60% of that. we do have a very small sliver of federal, state and other

small grants that make up 7% of our budget. that's primarily our nutrition program and some juvenile justice program. the proposed budget we created aligns to address the gaps and inequities and targets the inefficiencies of programs and community services in the department. it includes planning for the future with goals and outcomes targeted for learning loss, mitigation, mental health supports, recovery, and setting the found saying for the next -- foundation for the next five years of our funding cycle. you see here on the revenue side of the property tax revenue. there is a slight growth of 2% in year one. and then 4% in budget year + 1. and year 2. for the children and youth fund.

that was a grant that came from the juvenile justice. that is for covid response. there is a slight increase in expense recovery work orders. due to increases from other departments that are sending us funding for work programs. on the expenditure side, you see a slight increase on our salary lines and that's due primarily to city cola. and then you see a decrease in the non-personnel line here. and that's primarily because that's how we are proposing to meet the reduction request that the mayor asked us. we're planning on decreasing our

budget towards evaluation and technical assistance supports. in terms of grants, the cbos, you'll see a steady increase here. and that really reflect the children and youth fund growth as well as infusion of dollars from the dream keeper initiative to support programs that serve our african-american children, youth and families. and then you also see services that we have for other departments and that includes funding that we sent over to the mayor's office, mocd, for services, or the department of public health for mental health services, or the family resource center work that we do together. then in terms of projects here,

we have a significant increase of $60 million -- $15 million of which the mayor is allocating to allow us to use to support ways and strategies to address learning loss for our children, particularly children in public schools. and as well as supporting our infrastructure. in terms of personnel, i do want to call your attention to the fact that we have 60.92ftes in your department. we are proposing a one fte increase for next fiscal year and the next and that is to support our data and eval wages -- so we can pivot and move our resources to really support our

children, youth and families. in terms of leading with equity, we all know that the pandemic has devastated the physical, mental and economic health of our community, particularly our communities of color and has strained our non-profit agencies. and we have throughout this entire pandemic prioritized in supporting and keeping our cbos, our non-profit agencies' budget whole. particularly our african-american led and latino serving agencies. we know that our funds are the lifeline for a lot of our city employees and we want thome be able to -- them to be able to sustain and make it through the pandemic. >> the five minutes is up. >> oh, i'm so sorry. oh, goodness. in terms of oversight and

performance, you know that we do very transparent processes. we are leveraging a lot like the technology work to support electronic meal systems. we're trying bill out the enrollment system for a better process. we want to make sure we will continue to prioritize children with the highest needs, particularly children experiencing learning loss and mental health needs. i apologize for running over. >> chair haney: no worries. that was a lot to cover. we appreciate it. >> supervisor ronen: yes. first i will never miss an opportunity to tell you maria that you are my covid hero.

my pandemic hero. i know i say this every chance i get and i will continue to see it every chance i get. but the way that you stepped up for kids and families during this horrendous year for both was nothing short of inspiring. and the fact that you just rammed through all the people saying no and you can't do this and you're too ambitious. and this is impossible and you just did it. it will be something i'll remember for the rest of my life. and i really mean that. i'm sorry i say this over and over again every time you're in a public meeting, but i will continue to do so because it's important that people who stepped up get the recognition they deserve and you are one of those people and i want to thank

you from the bottom of my heart. i want to talk about the $15 million for learning loss recovery, which my understanding is the mayor doesn't like the name rise, but it's for rise. i get it. it's a little clunky of a name. i'm with her there. but i want -- and i know that rise working group that is putting together a learning recovery plan that is going to cost -- if it's done right -- way over $15 million is sort of in the process of happening. but i'm just wondering -- i know this is premature question. but any sort of wisdom you can impart upon us about what that process will look like moving forward in terms of how will that $15 million be programmed? i believe that $15 million should be spent in the first year and we'll be fighting for,

you know, that be met in subsequent budget years. assuming we're as successful as we hope to be. but if you could just talk a little bit about sort of how you're think being that funding and -- thinking about that funding and what a process might look forward for programming that funding? >> thank you, supervisor ronen for that question. i greatly appreciate you and your leadership as well. it takes lots of people to move big systems forward and you were by my side in making sure we get this done. in terms of moving forward with the learning loss mitigation funding, we really do want to work very closely with the work group that you are championing. so that we can make sure that whatever programs or initiatives that we design falls in line

with the leadership and the collective thinking of that body. because that body so amazingly brilliant, because you have all different sectors of people there who some of them are just, you know, they're experts in this work. and so, you know, one type of report will be able to very quickly move to start implementing that report. really in terms of my best thinking so far, i think we really need to start thinking about individual tutoring supports for children. we know that a lot of kids have just, you know -- our school district tried really hard. our teachers tried really hard and it's just -- it sucks. like having these types of meetings. it's really hard. even as an adult, i have a hard time focussing on paying passenger for such a long -- attention for such a long time,

let alone a young person. when those students come back into the schools we need to think about how do we provide one-on-one support so we can then create that formalized structure to help them get back on track. number two. how do we really address the mental health need of these kids? a lot of these kids, even if they did not experience really intense levels of trauma, the fact that they didn't -- they lost a year. and a year in a five-year-old, a six-year-old, is significant. it's a very large portion of their lives. and so i'm sure there are things that children need to work through. that doesn't mean that we don't recognize that children are super amazingly resilient. they are. and we will do whatever it takes to really build and leverage

that resiliency, but we also really need to make sure that we have those mental health supports for when the impact happens. and i can imagine it might happen where, you know, kids are kind of in the classroom and then all of a sudden, it hits them, they lost a year. or all of a sudden, it hit them they're struggling with this math problem or this science project. and we want to make sure that they don't feel blamed for when they don't know the answer. so we want to make sure we have the support staff in the classroom that is there for them. third, i want to make sure that we have programs for families. our families have been true heroes through this pandemic. they are the ones holding it down, not only in the home, but also in jobs, in their work and trying to help their children. we need to do whatever it take to help our families feel supported and to feel like they

don't need to start back from zero. so, we need to think about how do with ecreate family -- we create family support programs that meet families where they are and support them to move on to the next level? those are big ideas and big thing. i also think, finally, we need to do a better job at communicating to our families. you know, i get it in the pandemic, we were -- it was state of emergency, but what we've learned is that when we don't have clear consistent and easy-to-understand communication, it creates a lot of confusion. so we need to do a better job at that. and i do feel that will render family engagement. >> supervisor ronen: thank you for that. i know, a goal for me is to have some of this work start at the beginning of the school year, which is hard because we're

under such time pressures to figure it all out. so this will be an ongoing dynamic question and process going through, so i'll leave that at that. question for you. we were in a meeting this morning about this. what about this. somewhat about this. for better, for worse, it is what it is. again, the district has decided to change school starting times or to sort of create consistent start times across the district, three different start times, but this means a dramatic change for many schools. and for some parents who -- many parents as you know choose their schools based on the start time to fit with their family circumstances, the job of the

parents, et cetera. so, we know all of a sudden that there is this great need -- greater need than ever for before care and after care in schools. you had talked a little bit about starting to have those and facilitate those discussions with cbos that provide the majority of that before and after care, the dcyf funds a ton of. i'm wondering if you could talk about that. and, you know, i really believe and i held a hearing on this on the youth committee, that this expense cannot fall on families of sfusd kids this year. you know, families are barely hanging on. and we will need more before and after care because of this change. and, so, can you talk to us about that, sort of what your

thinking is, what is needed? the school district says they'll save $3 million. supervisor safai and i tried to make the point that the additional before and after care is going to probably exceed that $3 million and they weren't -- they were clear that cost is not going to fall on the families, but they weren't clear where those funds were coming from. so if you could just give us your point of view on that question that would be really helpful. >> yes. so i understand why the school district needs to align and standardize their start times for schools. however, you know, just because a school district changes their start time doesn't mean that parents get to change their work start time. and so parents are still going to have to work at the time the parents are working at and so

you're putting parent in a difficult place where they won't have that care for their children and i think we need to do something about it. so what we've done is started the conversation with the school district in trying to figure out how we support our families to -- to at a minimum have care for their children during the start times when school hasn't started yet. we will be -- we actually have -- talking to the cbos about the possibility of them starting earlier, which, of course, means that some of them will have to stay working later. and so in some cases you'll have non-profit agencies running programs from 7:00 in the morning to 7:00 at night. so you're talking 12 hours of work. not only that, you're talking 12 hours of just being in school.

which is really tough. and what we're doing is trying to figure out with the skrool district, how do we pay for that? i agree with you, supervisor ronen, at this moment in time it is not appropriate to offload that burden on to parents. and so we are working, the mayor foes this and the mayor's office is very aware this is a priority for me to try to figure out how we address this and make sure that our families have that before and the after school hours that they need as we all go back to school in the fall. >> supervisor ronen: okay. but you don't -- so is that impacting your budget at all? >> at this moment in time it doesn't impact our budget. we have shared the priority and i know that we're in discussions

on ways to address it that will not impact our budget. >> supervisor ronen: okay. i guess we'll stay tuned. last question. you and the mayor announced an exciting initiative to increase mental health services for middle schools. can you talk a little bit more about that and how much that costs and how it is in the budget? >> yes. that was a very exciting announcement primarily because i've been dreaming of this for like 10 years. and we've been trying and trying and trying to figure out how to expand high school wellness down to middle school. as most of you know, we have a very robust high school wellness program. it's a mental health program that is embedded in all of our

public high schools that provides mental health supports and some of the schools provide actual medical supports for our students. what we were lacking was something in middle school to really support those middle school students who, you know, developmentally they're like -- they need it. i say that because i have a middle schooler. >> supervisor ronen: i remember being a middle schooler. >> but we were able to receive a donation from a private donor, $16.8 million to support the expansion of middle school wellness to 16 middle schools over the next four years. we're going to start with three schools literally first day of school. not first, maybe second day of school. we'll start with three middle schools and every year we're going to add three to four

middle schools until the end of the four years, we'll have 16 middle schools. 16 middle school wellness centers. and the wellness centers are different than the high school centers because we're talking about younger children, so there is more confidentiality rules we have to follow. so the bulk of the dollars is actually going to the school district. and so the school district will be using the money to hire mental health professionals, social workers, support staff to work within the school community to provide the services for the students. they will have a linkage to the beacon center because as we all know there is beacon centers in all of our middle schools, so we can have the wraparound support. so the school district and the mental health provides the mental health support to the kids. beacons can come in and provide the wraparound family support.

so we're really excited about the initiative. and as i said, it will start first three schools will start in the fall. >> supervisor walton: how much dream keeper do you have this year? >> we just received $3 million of dream keeper funds. and the dollars are going to the

-- >> supervisor walton: is it going to be baseline? our c.f.o. is on the line. can you answer that question? >> thank you. through the chair, it's a one-time addition for us at this time. >> so i've had several conversations with several department heads and departments that have dream keeper initiative money and, of course, we would love for it to be baseline and also make that statement knowing there is a possibility you may get more resources from dream keeper initiative. so i just want to keep that in mind as we move forward. i know that beacons are going to be a big part of the strategy for addressing learning loss. what are we going to do about high school students?

>> excellent question. yes, we are -- we actually are thinking -- we were just having the conversation this morning about different strategies to support the high schoolers. we actually created a high school learning hub for credit recovery. we have 150 high school students right now -- well not right now -- but during the summer that is going there and receiving support from three amazing non-profit agencies. community developers, peer resources and education -- i'm sorry, it's late. but three amazing providers who are there to support these students as they participate in their credit recovery classes and then, you know, provide them with that academic support and work with them around social

engagement and career development and, you know, civic engagement. so that's a model that we're doing in the summer. i can envision us continuing that in some way, shape or form during the school year. i also can envision us creating smaller cohorts in the community that will then provide one-on-one or smaller group support for young people who are struggling. as you can imagine as a teenager, you're not really wanting to show everybody that you don't know what is going on. so smaller groups and more smaller ways of supporting would be ideal. throughout the whole school year. and at this point, we actually do have a good working relationship with our school district partner. and we're having these

conversations. and so i will be more than happy to come back and share with you ideas that we will have for high schoolers. >> thank you. thank you, chair haney. >> chair haney: supervisor safai? >> supervisor safai: thank you. supervisor ronen said it really eloquently just again want to thank you for everything you've done. you and your team have been tremendous. so thank you. also wanted to thank you for working with rec and park to do the graduating, the class of 2021. that was phenomenal we were all able to work together. it worked out brilliantly. i know there were many different graduations that happened at the stadium. another example of the city

coming together and when i walked on stage and walked into the stadium at kezar, i didn't know what to expect, but just to see so many happy faces and so many happy parents and so many happy families in general. just and students and sense of accomplishment, it was wonderful. so really wanted to thank you noor and all the -- for that and all the work you're doing. a quick question regarding we had an earlier question about family resource centers. there is definitely a bit of a discrepancy. a lot of people in the community feel strongly about being spent on what was defined by the voter. and there was conversation about family resource centers. just want to hear is there room

in the dcyf universe, give you an opportunity to talk about family resource centers and thinking about ways to get the appropriate funding source since there is a lot of strong feelings about that with the voters there. >> yes. through the chair, thank you, supervisor safai. first for your leadership on getting the high school graduation work through. thank you so much. and working with your staff has been amazing. and i said this many times before. the number of tests that the superintendent sent to me with big smiles at all the graduation was so heartwarming and made all the hard work worth it. so in terms of family resource center, dcyf is a joint funder

of the initiative. and the initiative is focused on a 0-11 strategy. it's focused on the younger children. dcyf funds a good portion of the initiative. we work with the h.s.a. and first five to make sure that together we're able to fund all 27 sites in the city. i do say a world where dcyf supports family resource centers, but for the older age, we did -- if there was a family resource letter and then dcyf provides funding for the continuum that goes all the way up to the older age population, i can see us having a very significant role there. i also know that family resource

centers have played a crucial role during this pandemic, where they really act as that central repository of information for families. and they're just so vital as a place for families to get information. so i definitely see why you are interested in perhaps expansion of family resource centers. but the -- right now, the family resource center work is really focused on the 0 to 11 range. we've had many conversations about what it would look like if dcyf was to help expand that to 18 or 24. because we could then flip it and say a family resource center for young families, for young

parents. >> thank you, i appreciate your candor there. we're trying to work through it. we had a hearing last fall -- last winter. november, december. supervisor yee, who is a champion of a.b.c., and so there was some really strict and stern kind of parameters set. and so we're just trying to resolve that as there has been a little bit of an increased proposed here. so just wanted to get that on the record. and see if we can continue the conversation. but other than that, you walk on water. >> [laughter]. takes a village. >> thank you, mr. chair. i'm done. >> supervisor mar: yeah, i would echo me colleague words of deep

appreciation for your work and the entire dcyf team. i have a few questions. the first one is following up on supervisor waltons high school youth and supports for them. as we discussed, they received a lot less attention and support, you know, over the past 15 months than the younger kids. and so i just was -- wanted to hear what the plan is around workforce development for teenagers and i noticed you listed workforce development in the sort of covid recovery strategy. so i guess what are the new ideas around career readiness and workforce development for teenagers coming out of this difficult past 15 months?

>> thank you for the question and thank you for your leadership in advancing the early college initiative. once again i love the initiative. it's right now serving 800sfusd students and helping them, you know, develop a career pathway where they're participating and engaging in learning as well as eventually getting into a paid job at sfusd and actually at rec and park because rec and park wanted some of these amazing young people as well. so just thank you for that leadership. and pushing that forward. in terms of workforce, i think we were also thinking about how do we support our young people through this pandemic? knowing that the pandemic has not only impacted their learning

but also the opportunity for them to do the internship that they normal do. the career awareness stuff that they normally do. so we wanted them to think deep about doubling down on experiences and making sure that they had the opportunities to participate in paid internships, but more importantly on more internships that lead to actual careers and jobs or post-secondary opportunities. as you know, we've been in deep conversations about the role of city college in this work. and so perhaps building -- our plan is to build a stronger partnership between high school and city college so that for some of our young people, it's just a no-brainer. you finish high school. you go to city college. you get two years.

you get that career tech certificate and you get into a real job. and so that's the building block that we're planning on putting together. we're also trying to build on these fantastic relationships that we have with all the corporations that have come in and supported us through the community hubs as well as together. and these corporations, now that you're done with this part of the support, there is another part. it's more about letting these students come into your space and really having these students work and learn from their staff. so we're going to move into that phase pretty soon and build out and enhance our workforce strategies. like i said, i am amazed at how welcoming these corporations

have been to us. how they've opened up their doors, allowed our students to come in. i guess i can stay -- maybe i shouldn't say it too loudly, but once again at the stripe building, they are, you know, our students. these are our students who are behind on credit to graduate high school and they get to sit in a multimillion dollar office. they get to use the big beautiful fancy computers and they're sitting on chairs and they get to go to the snack bar whenever they want to. and it's available to them. and their meals are cooked by the chef. and i had a young person come to me and say, you know, thank you so much for the opportunity. but he said, oh, my god, if school was like this, he would

go to school every day. because the space like really values him. and it really created place that he felt like he wanted to go to. and so we want to create those opportunities. and just imagine as we all get recovered from this pandemic, some of these students getting interns at the lincoln facility. so i think that's the next goal. that's the goal of us and that's what i'm going to work towards in trying to help our high school students regain the lost years that they had so that they can continue on track to, you know, transitioning into adulthood. >> supervisor mar: thank you. and that all sounds really great. just regarding your point around strengthening the pathway to city college from our high

schools and i would agree that's a very important strategy to really look at. and looking at possibly expanding city college's dual enrollment or concurrent enrollment classes for high school students. my daughter is taking her first city college class this summer and she's enjoying it. and i think that's really important for city college, too, because as you know, one of their big challenges, sustainability for the college, is growing enrollment. so if we can strengthen that pathway that would help them. i also had a question around the dcyf programs or contracts that relate to the violence prevention and victim services. you know, mayor breed made some important new investments in the budget, you know, to address the

rise of anti-asian hate and violence in our city. and they're kind of spread across different departments so i raised questions at the hearings for the different departments. for dcyf, that sits with them as well, some new investments to support, particularly the community? >> and yes the mayor has already made the commitment to annualize those dollars. it's the community youth center and they're the lead organizer and the lead agency that is providing that support in our community. >> supervisor mar: great. and what is the amount of that? do you know? >> denise? >> thank you. it's $1.2 million. so there was a $700,000 add backfill.

in addition to that there is $1.2 million specifically for more personnel and hands-on in the community work. >> supervisor mar: you said that's annualized, does that mean it's baseline? >> yes, that's correct. >> supervisor mar: sounds good. thank you. >> chair haney: thank you. well, i'm not sure what more there is to say since people already said you walk on water. i don't know if i can ask questions in that context. i echo the praise for you and your department and all of your staff an team for stepping up in the way you did over the last year. i did -- this may have come up. i may have missed it, but if you spoke at all about how the community hub model will be transitioned or continued or what role those sites will have? are they stopping immediately?

are they going to transition to something else? what does that look like? >> yes. see, that's why, because you're a planner. those are all those policy planning questions. yes, we've been really thinking about that. i see the pandemic -- through the pandemic, the benefit of just, you know, smaller cohort sizes to really meet the needs of students. our cbos have said over and over again it was amazing to be able to provide individualized supports for some of our most marginalized children. and, you know, chair haney, you saw some of those students at the hub that just needed that one-on-one support. needed someone sitting next to them. we're thinking about not having

a full-on hub model, but maybe something that is connected to it, where it's smaller sizes, a smaller cohort size. more intentional academic focus, because quite frankly for the next several years we're all going to be about learning loss. and so it's -- we're going to have to start infusing some academics. maybe a lot of intentional homework support. offering more acceleration stuff in there. the only way to do that is to continue to have smaller cohort sizes. so that's the plan. not every single cbo would want to do that, so we'll have to go back to the community and ask them what makes sense to them? what is possible? i will say, though, that several of our cbos, particularly those that serve the english language learner and children with disabilities have already said, hands down, they want the smaller cohort size.

they think that 1 to 10 is just fantastic ratios. and that's what really, really helps. so we're going to try to work it and figure out within our budget how to make that happen. but the plan is that all the students will be back in school. >> right. yes. i mean, it seems like, you know, the wraparound services or -- i mean, i recognize some of those hubs are after school programs in general normally. so i know there is a lot to figure out in terms of how to continue it and it obviously won't be the same way it was. well, i want to appreciate you for all your time and staying late and please send our gratitude to your team and we'll look forward to seeing you next week. >> thank you so much.

>> chair haney: all right. next up we have child support services. >> good evening, supervisors, chair haney, members of the committee. we're almost there. i'm just waiting for access to -- okay. well, my presentation will provide you with a review of our budget proposal for fiscal year, 2021-22 and fiscal year 2022-23.

highlight program oversight, technological improvements, program innovation, racial equity planning and support for small businesses. low-income families who have timed out of public assistance rely heavily on child support as a safety net. when a mother living in poverty receives it, child support is 40% of the family income. for deeply impacted mothers, child support is 63% of the family income. many parents responsible to pay child support are themselves struggling with poverty and significant barriers to gainful employment. we understand that parents need help in meeting their obligations to provide economic support for their children. it is our mission to empower parents to meet the needs of

their children. our case load supports 8,000 children. 73% of the families have received public assistance. 98% of parents paying child support in san francisco are fathers. for federal fiscal year 2020, we collected approximately $28 million during the pandemic. 94% of collections went directly to families. that is the highest in the bay area and we ranked fifth among 58 counties in california. our current clients are predominantly african-american and latinx with the number of asian pacific islander families increasing. the child support program is a federal state and local

partnership. the office of child support enforcement governs the program and clarify tracks -- carefully tracks agencies. the california department of child support services provides direct administrative oversight and ensure local programs comply with federal and state approved legislation. we also at the local level follow the directions, rules and laws, regulations of the county. we operate with transparency and uphold the highest standard of ethical responsibility. our annual budget is balanced. it supports direct services. program funding is federal and state as a reimbursement program and requires both monthly reporting and pre-approval for non-salary costs. the department has 14 vacant

positions and no exempt positions: we have advanced technology with our customers in mind. parents can appear virtually by court or phone. parents can open cases on line, electronically sign and we can file documents with the court without parents having to leave work or home. office space consolidation. thoughtful hiring practices. investment in technological efficiencies permit the department to live within its proposed budget and ensure great client access. the department has prioritized language access understanding that absent effective communication, a culture of inequity in service delivery is very possible. we regularly analyze and

criticize our system to ensure systemic language barriers to access do not occur. i am proud of the work we've done in this area. we are committed to building on our philosophy of cultural competency. together, our team built a racial equity plan that establishes a framework that aims to strengthen the system changes required to build well-being within our workplace and across our case load. the department has also restructured its delivery service from one that is punitive to one that is family centered, helping fragile families meet their economic responsibilities to their

children. the department continues to embrace a social justice model that focuses on ensuring respectful and compassionate treatment of both parents providing them with an understanding of their rights and responsibilities. this is my last slide coming up. we recognize the head wind parents face in accomplishing their goals requires a concerted effort and child support must be part of that effort. it is our goal to meet the moment and collaborate with the greater community bringing our very best ideas. thank you to the team at the san francisco department of child support services for your dedication to public service. thank you, board members, and thank you, madame mayor. that concludes my presentation. i'm happy to answer any questions you may have. >> chair haney: thank you so

much. appreciate it. >> supervisor walton: thank you so much. i appreciate the presentation. just have a question around the work that you do. i know the focus on being family centered versus the punitive lens that has been taken over the past couple of decades actually. but how are you going to help noncustodial parents that are trying to pay back pay, current support and in some cases medical insurance without city and county of san francisco resources? >> so, thank you so much first and foremost president walton for your question. in my tenure in this program i have been -- i've realized that we in the child support program need to challenge the orthodoxy

that runs this program. we need to understand where parents are and what is going on in their lives. and we need to reconcile the discrepancy between what we understand the child support role to be and how our role marginalizes communities and continues to marginalize those communities. and so my commitment, my passion, my dedication to this work has been to upend the thinking around this program and to ensure that we are really and truly meeting the mission of our program to empower parents, both parents. and to also reconcile the discrepancy between who we are to the parent receiving the child support and who we are to the parent paying the child support. we recognize that we need to

move in different directions. legislation is key to making change in this program. state legislation is key. i can't stay strongly enough. and there is work that needs to be done. first and foremost, we need to be moving all of our collections to the family that needs the money. fathers need to know that when they pay child support their children are getting those resources. secondly, we need to understand that holding parents who are struggling themselves to a commitment of government owed debt makes no sense. it doesn't help anyone. so we need to move in a different direction. we need the kind of legislation that supports that kind of work. right now the governor has

pulled back on the executive orders that were originally carried out may 2020 to ensure that families get paid first. that pulling back now allows the child support program to go back to old thinking and that old thinking means paying the government first. we need to -- we need to be courageous. we need to fight. we need to be strong. and we need to say, no, we want and need everything that we get from parents to go to their children. so, we will continue to work with our parents in san francisco. we will work with each and every parent that comes to us. and we will provide them with the kind of relief they need to be able to maintain themselves. there is also legislation coming

forward by senator skinner that is looking at those parents who are paying government-owed debt with federal dollars. social security. veterans benefits. things of that nature. so we've got momentum. we've got the drive. we've got the passion. we just need to move forward. thank you for the questions. >> chair haney: thank you. and thank you for your work and for this update and we appreciate it. and i don't have any further questions. i appreciate you addressing the principles and questions that i put forward as well. colleagues, not seeing any additional questions or comments, we can let the director go. and this is our last -- you are the last. i think we heard seven.

we still have a few to go. >> you saved the best for last. >> chair haney: that's right, exactly, exactly. thank you so much for your work and time. >> and thank you for your work and have a wonderful evening, everyone. >> chair haney: all right. madame clerk? i think we are ready for public comment. >> checking to see if there are callers in the queue. members in the public who wish to provide public comment press 3 to be added to the queue. for those on hold, are there any callers who wish to comment on items 1 and 2? >> yes. we have 11 callers in the queue. >> thank you. please unmute the first caller. each caller has one minute to speak. >> hi. family resource center, a network of 26 to furthering

equity and justice even more families in need to have additional funding including repaying staff to meet demands. and 1.1 million in person programming. jointly funded by the at about $750 city funding. the [indiscernible] -- invest more to opportunity response to -- unique opportunity to re-imagine support with the infusion of the recovery fund you can invest in the family centered communities. unique funding available to sustain the service and be a foundation of the community service to work together to

afford coverage for all families. >> next speaker. >> good evening, supervisors. so much talk about equity. there is a department receiving a billion dollars in five to six years that is cheating you and cheating the public. it is not living up to its motto, free and equal access. that's the library. you can change this materially at little to no cost, insist on and specifically allocate funding for three things. first, insist that the library publicize the availability of telephone access. insist that the library study its users and services with an evaluation of accessibility of each through a public process. and third, insist that the library communicate with its postal mailing list on an equal basis with its e-mail list. this is peter warfield,

executive director library users association, library users 2004. we have sent you a letter about this. thank you very much. >> thank you for the comments. next speaker, please. >> hi. am i on? supervisor haney for your patience and wisdom to make sure we do not balance the budget on the backs of our youngest children. there are two things i want to highlight. [please stand by]

>> hello, caller? can circle back to this caller and take the next one. >> hello? >> welcome. please proceed. >> hello? >> hello. [speaking foreign language]

[speaking foreign language] [speaking foreign language]

thank you. >> thank you for your comments. next speaker, please. i wanted to note that our translators are no longer available. however, everyone is welcome to call in and speak. next speaker, please. >> good evening. my name is april young and i am a mother of three and a member of parent voices. i am also an essential worker providing care for disabled persons and seniors. all children deserve the best care probably -- possible. early childhood education is the best time in children's lives. they will learn to interact with others and build skills. our children are growing and deserve access to premium childcare that will provide a safe and nurturing environment. we want to build strong families and help economic independence.

i have dedicated endless hours, connected -- collected signatures and make sure these things are passed. we are asking that you honoured the funding priorities, serve children off the waiting list, and build the capacity to build it as fast as possible. our children cannot wait. workforce conversation and our teachers serve higher income families earnings within the 200,000 -- 200% of area median income, invest in services that the ports -- support support emotional development, and leslie, reinstate the cut of 900,0004 childcare resource and referrals. >> thank you for your comments. next speaker, please hello,

speaker. welcome. >> there are 16 callers in the queue. can we please have the next caller? >> hello. i am a member of parent voices for san francisco and the mother of a 4-year-old who is waiting on the childcare waitlists. i'm a mother of a 5-year-old with special needs that never benefited from childcare and started kindergarten but now is academically behind. i know what would have been a

family -- family resource center would have helped him and i would have avoided a lot of heart aches that i have had. however, i am still in the need of childcare so i can go back to work and contribute to the economy and help my family. i strongly believe that education is essential and is needed and all children should get support services to thrive. i am asking for the restoration of $900,000 for the referral services to fund for child care. all children should be served and an increase of childcare providers and a workforce consultation needs to be increased. and there are families who are middle income, but within 200% of the median income. lastly, investing in social, emotional, mental and developmental services from birth to however is needed. it is very essential. >> the speaker time -- the speaker's time has finished.

>> thank you. next speaker, please. >> good evening. i am a policy manager. it was one of the original cosponsors for prop c. we ask you please fully fund the oversight committee's budget proposal after conducting 17 community listening sessions. the oversight committee recommendations truly represent what san franciscans voted for in november 2018. of these recommendations, there are several vital programmes in a's proposed budget that remain unfunded in favor of other requests that were not part of the vision of the voters. the guidelines are clear, as were the voters. that covenant must not be broken. please preserve the flexibility and intention of the fund and respect the oversight committee proposal that was developed through an extensive community process. thank you so much. >> thank you for your comments.

next speaker, please. >> hello. i work for larkin street youth services. i am excited by the incredible opportunity that the mayor's budget proposes to address homelessness, including significant expansions of permanent supportive housing, rapid rehousing and subsidies, and infrastructure investments to support getting funds out to the community as quickly as possible. still, there are gaps. some of which surfaced from questions from supervisor preston and ronen. most notably, emergency hotel vouchers and bridge housing are absent. even though these are interventions that they depend on. emergency hotel vouchers are the only thing to allow people to sleep inside. bridge housing is a critical power way -- pathway. make no mistake. the emergency house vouchers are not the same as short-term hotel

stays. and rapid rehousing is not the same as bridge housing. both need to be sustained in order to continue after june 30th. more broadly, though we are grateful to see the investments are pay are going up and represent 10% of the total -- >> the speaker's time has elapsed. >> thank you for your comments. next speaker, please. >> hello. my name is betty. i am a senior -- i am with senior disability action. we know so many seniors and people with disabilities you cannot afford the so-called affordable housing that has been offered to them. they need deeply affordable housing. we are asking for two rental subsidies. the first one is $3 million for need-based rental subsidies. this will provide 300 housing subsidies for seniors and people with disabilities at risk of homelessness because of a rent increase. the second one is $3 million for

senior operating subsidies. this would provide additional units of deeply affordable senior housing for seniors living in senior housing. it would allow seniors on s.f. i and social security to afford rent. so many of the seniors who are low income cannot afford the affordable housing that the city is offering them. please consider these subsidies that we are asking for. thank you very much. >> thank you for your comments. next speaker, please. >> good evening. i work at the san francisco public library. i'm asking for your help to keep our libraries safe. staff have been berated, curse that, spat on and physically hit. patrons have been attacked also. we are advised to call 911 when

patrons are threatened, but having trained on-site personnel, building and grounds per patrol officers to respond immediately and to de-escalate situations would be preferable to involving the police and potentially escalating an already intense situation. most of these do not have on-site security support. if safety is truly a priority, please support funding to have security staff for each of the branch locations. thank you. >> thank you for your comments. next speaker please. welcome. >> hello. >> hello.

>> my name is maria. i am a member with our voices of san francisco. i am a mother and a community advocate. i am calling and i want to say i am supporting an honor -- [indiscernible] there are many kids on the waitlists. [indiscernible] it needs to be adequate for the cost of living in san francisco. it is more than 200% of the area with median income. we should also -- [indiscernible] they are the ones that provide the services for our families. please allocate the funding. thank you. >> thank you for your comments.

>> hello, supervisors. i am calling tonight to address additional security support at library branches. earlier today, the city librarian mentioned the need for sheriff his for severe and moderate incidents at the main. we front line staff at the branches have to deal with the same incidents as well. but only a handful of branches have dedicated security. when something goes down, it's like being blindsided quick, disturbing, scary. let's be clear, incidents happen at the branches, not just the main. so what is the solution? additional staffing of our buildings and grounds prefer -- patrol officers. they know how to de-escalate. they have the training. supervisors, please escalate this request. we desperately need it. thank you.

>> thank you for your comments. next speaker, please. >> hello. my name is jessica. i live in the neighborhood of the tenderloin. i'm asking you to fund the budget proposal because we are trying to find solutions to homelessness. i'm also urging the committee to -- [indiscernible] i'm also urging you to have vouchers for homeless domestic violence survivors to protect them and keep them off the streets and also keep them out of the way of their abusers. thank you so much. >> thank you for your comments. next speaker, please. >> thank you, supervisors. i manage a transitional housing

programme for homeless people. our youth are supposed to stay with us for one year, but due to covid and other challenges, there stay ended up being several years. this caused something profound. it was intensive support for this time. for many, this was the first time they have ever lived in a stable environment with trusting adults. sadly, the programme i am running is being shut down. this is not our decision nor that of the police service. our disappointment was mitigated when the committee recommended adding bridge housing, which is longer-term intensive transitional housing. this is an opportunity to expand and improve upon the idea of longer-term transitional housing that young people have clearly identified that they want. it must be part of the spectrum of solutions for youth homelessness. it provides youth the time to make trusting relationships and actualize their dreams. time to reflect and to heal and move forward. with this length of time, youth will not only see their future

-- >> the speaker's time has elapsed. >> thank you for your comments. next speaker, please. >> hi. i am the executive director of larkin street youth services. i would like to associate my comments with karen, with elsa, and with others and super thank all of you, all of the supervisors for making it through this very long day. thank you for supporting all of our request and including additional infrastructure. i want to focus on the needs of young people and teenagers. who i am worried are not getting the support they need in order to succeed and address the learning loss that they have. we know that young people without a high school diploma are highly likely to become homeless and they are 70% people

of color, young people of color. there is not enough attention being focused on addressing high schoolers and young adults who have learning loss, were not in school, do not have stable places to live. please focus attention on expanding funding and resources for young people who are not housed or unstable he housed in addressing the learning loss and the impact -- >> the speaker's time has elapsed. >> next speaker, please. >> hello, caller. >> hello. i am with tipping point communities. we would like to express support

for the department of homelessness and supportive housing's budget request. the many additional financial resources flowing into the city to address homelessness have given us an extraordinary opportunity. they are also challenging us to rise to the occasion to make use of these resources, some of them time-limited, the response system needs to perform at a pace far greater than it has previously been asked to do. if it doesn't, we lose resources. and neighbours who could have moved into homes will continue to suffer from homelessness. now is the time to maintain, and when possible, insert as much capacity, especially human capital, into the system as we possibly can. as a key player in the system, we much -- must be operating at an optimal level if we will take full advantage of the opportunity before us. thank you for taking my comment. >> thank you for your comments. next speaker, please. >> good evening. i am the director of external

affairs and policy at family services. i want to look at the comments of our service partners. i want to advocate to fully fund the committee recommendation. several programmes remain unfunded, which is critical as we enter this new period where we are demobilizing this. it is exciting new investments and longer-term housing creation with emergency intervention such as hotel vouchers. emergency vouchers for pregnant people and families, for young people bridge funding, for young people, which is critical to fill a central gap during a time when shelters are operating a reduced capacity and pose -- closed within families. other gaps in funding, fully funding the recommendations include eliminating the youth specifics.

we need accountability and to make sure that these are being allocated appropriately to vulnerable families and young people. currently the chair of the sh -- h.s.h. budget allocated -- >> the speaker's time has elapsed. >> thank you for your comments. next speaker, please. >> good evening, supervisors. stephen courier. i spoke in public comment for item number six. i feel that i ran away with what the department of homelessness and supportive housing in their two proposals from the mayor for the vehicle triage center. i totally support this. i am the past cochair of the district 11 balboa park upper yard triage center, which we

totally supported. the community totally supported and i think -- and i hope the board of supervisors will support that also. i thank you very much. >> thank you for your comments. next speaker, please. >> welcome, caller. >> hello? [speaking foreign language] [speaking foreign language]

>> next speaker, please. >> good evening, supervisors. i am from the san francisco domestic violence consortium. i want to thank you for your time and leadership today and all week and all budget season. i just really want to stress that the gender-based services that san francisco has built

over 35 years are effective. they save lives. survivors need them. they are mostly delivered by women of color and agencies are mostly led by people of color. that is also who they serve. san francisco can always do better. we are here to improve. we have saved lives doing this work with domestic violence, sexual assault, and trafficking and stopping services for years and they continue to get better and better. we are seeing new programmes that are growing organically out of the community. it is a wonderful thing. something to be celebrated. so while the services are available 24/7, -- >> the speaker's time has elapsed. >> thank you for your comments. there are currently 12 callers in the queue.

please take the next caller. >> good evening, supervisors. i am with larkin street youth services. providers are concerned about the lack of investment in mental health services for youth experiencing homelessness at a time when behavioral health needs among transitional age youth are severe and alarming since the pandemic. on-demand therapy and engagement programmes will literally save lives. we critically need funding to get engagement programmes to provide better able services people where they're at and where they need it. people can't successfully sustain housing when they are suffering with mental and behavioral health or substance use issues. not investing the necessary funding to deploy clinicians where they are desperately needed is setting up vulnerable use for failure. just as necessary for health and success is keeping a job and earning steady income. the needs of these youth are significant and the pandemic has

turned the system into chasms. many youth lost their jobs in the last 16 months and it sets them back tremendously in terms of securing and maintaining employment. >> thank you for your comments. next speaker, please. welcome, caller. perhaps we can circle back to this caller? >> hello. my name is lourdes.

i am advocating for childcare. [indiscernible] i was a provider during the pandemic. a volunteer provider. nobody was paying me because the waiting list is so long. i wanted to honor them. especially for children that are on the waiting list. i also am advocating for funding for childcare resources. i am also trying to extend the programmes for all the children in san francisco who have been isolated during the pandemic of covid-19. we needed resources, we need therapy, we made therapeutic

centers. we need spaces for them to be able to talk and express about their frustration. thank you. >> thank you for your comments. next speaker, please. >> hello? hello? please proceed. >> hello? hello? hello? [speaking foreign language] [speaking foreign language]

[speaking foreign language] [speaking foreign language] >> next speaker, please. >> good evening, everyone. i am the deputy director of the center on juvenile and criminal justice in the cameo house programme. i would like to thank the mayor, the board of supervisors, and the our city, our home committee for their leadership into the homelessness response system.

i would also like to thank supervisor walton for his supportive comments to reinstate the population specific funding stream in the proposition c. investment plan. i'm thrilled to see san francisco is at a point where it is recognizing the unique needs of these identified special populations to include homeless mothers and children, gender specific populations and homeless justice involved families. i can't think and recognize this committee enough for being so thoroughly inclusive in their process and in their development of the proposed investment plan. thank you. >> thank you for your comments. next speaker, please. welcome.

>> good evening. i am here -- and clung to advocate for additional building and ground patrol officers at the san francisco library branches. i need more support. as someone who has worked for the library for almost a decade, i have seen firsthand the impact that these individuals have had when it comes to supporting and protecting both the public and our staff. let me be clear, our patrons overall are fantastic. however, we do have to deal with some difficult and downright scary situations. i have seen violent altercations

between patrons. i have seen staff be threatened and provoked. myself included. one of the most frightening experiences of mind was one a patron was stalking at my branch for over two weeks. you'd come in and ask for me by name and even threatened me that he would wait for me outside of the branch after we closed. we did not have security on-site at the time. so whenever we call the main hub do have someone sent out be , because of the delay, he would leave before they came to the branch. many times he later arrived after security had left. we even once called the police but we were told they would not be able to make it out. it was not only a negative experience for me, but for my coworkers as well, as his presence was unnerving and he was a problematic patron known in the system. >> the speaker's time is elapsed. >> thank you for your comments. next speaker, please. >> hello, supervisors.

i'm here to ask for additional security at library branches. i have worked here for seven years. a few weeks ago, my branch was terrorized by someone who caused extension of -- extensive property damage during vandalism at our branch. there has never been an officer present for any of these incidents. during the recent one, staff members were visibly shaken when he descended upon them without any context, yelling violently and knocking over everything on display. colleagues close the doors and called the police. as they transition after services, these officers are needed as a critical safety and racial equity issue. two thirds of our branches have no security. frontline staff identify members of the community or are at heightened risk of being targeted based on their race or gender identity. they are trained in skills and de-escalation. sometimes there are violently scary incidents. the only alternative is to call the police and community members. continue to rely heavily on

police response runs counter to our principles and goals for 2021 and beyond. thank you. >> thank you for your comments. next speaker, please. i am late to this meeting because i spent the afternoon trying to find ways to support our murdered brother he was forced to live on street. and his name, i ask you to provide housing. we ask for the housing. there was 5,000 hotel rooms, federal money, state money, and we kept getting a blank, no more space with 5,000 hotel rooms. so support for folks on the

street, it's a maddening experience. it is a trauma. i am asking you to respect the people's recommendations and the oversight body recommendations that they be implemented in full with behavioral health support and shelters, hotel vouchers and pregnant families. thank you. >> thank you for your comments. next speaker, please. [indiscernible] >> hello, caller.

>> hello? perhaps we can circle back and take the next. thank you. >> hello. i am calling in regards to director brent who was in charge of h.s.a. in regards to the food distribution. i have been able to provide 17,000 food boxes and the major complaint with the population, which is the majority senior citizens, the average age of 65, is they don't want to plan the programming for food deliveries to their home because of the immigration issues. we need to serve the underserved.

the ones that do not fill out the forms, that do not want to be on anybody's list. we need to make sure we service those populations. we need to ensure there is money reserved for them. in regards to the education -- the early ed educational pieces of the agenda, we need to make sure that they get a raise. we haven't had one since 2015. >> thank you for your comments. next speaker, please. >> hello, my name is ashley. i'm calling to support for low income housing. a lot of people -- a lot of families can't pay for their rent because it's too much. and even if they have two jobs,

they try to pay their bills and the rent and isn't enough. some families have to live on the streets because they can't pay for their rent or they get kicked out of where they live. they go to shelters. if you guys could please help us and make more low income housing, please and thank you. there are six callers in the queue. there are 31 listening. members of the public who want to speak, please wait until you have been on muted. [speaking foreign language]

[speaking foreign language] [speaking foreign language] [speaking foreign language]. >> next caller, please. >> hello, can you hear me?

>> yes, we can hear you. >> hello. i am a district nine resident. i worked at a high school in the excelsior district for the past 10 years. a lot of our families were already food insecure before the pandemic hit, and as the pandemic hit, a lot of us have moved from teaching in a classroom to delivering food to families' houses. we have been delivering to hundreds of people every week for the past year and this problem existed for the pandemic. i think that what we need to do is allocate resources that will allow families to receive produce that is healthy, good for us and boosts up our immune system as a concrete way to improve all of our immunities and improve all of our health.

there are already organizations that have stepped up and individuals who have stepped up to do that. the process of asking everybody for an r.f.p. >> the speaker's time has elapsed. >> thank you for your comments. next speaker, please. >> hello? >> welcome, caller. >> good afternoon. i am the president of the service chapter. we represent the fine arts museum and asian art museum. i am asking for the supervisors' support tonight with making sure that we maintain and increase the number of security officers that we need to maintain safety of the public, the property and the artwork. one thing that miss sarah didn't talk about is the fact that they are opening a new place. they haven't accounted for staffing in this space. that is a major concern for us.

at the fine arts museum, we are currently short six full-time employees. they haven't hired anybody and we have been doing major work all the time. as well as running through on-call as needed per diem officers. we need to get those spaces filled. we have been reducing -- they have been reducing a number of officers over the years. we need to go back to the original number -- original number of 73 officers. thank you for your time. >> thank you for your comments. next speaker, please. [indiscernible] >> hello? >> please speak. >> can you all hear me? >> yes. >> hello? >> i am a chinatown artist. i grew up in a single occupancy

and i am doing work right now in chinatown to really tell my story. i want to encourage the board to advocate for families to support prop see. i have been hearing so many families -- the many stories and i know how hard it is. we have three sons who are all in elementary, middle, and high school. no one has their bed. there are three people who have one section of a bunk bed. in the pandemic everyone is living in fear right now and in worries of getting exposed to covid-19. i really want you all to hear our stories and no that this is not dignified housing. we really deserve stable and dignified housing for our families. we have multi- generations living in single room

occupancy. >> the speaker's time has elapsed. >> thank you for your comments. next speaker, please. >> good evening. i am an employee of the public library and i'm calling to advocate for additional security support at our branches. staff and patrons alike deal with terrifying situations, threats, stocking, hate based comments and much more. we have endured this behavior and been forced to deal with the trauma alone while simultaneously serving the public. it has caused daily fear, anxiety and low morale. at my branch when he finally got a dedicated security guard trained in compassionate de-escalation, you made a world of difference. we felt safer, how fear -- happier, and more supported and valued. we are in danger of having security removed at a time with security colleagues' expertise is needed. please, please support the staff

and patrons with an increased building and grounds officer position. thank you. >> thank you for your comments. next speaker, please. >> hello. i live in the tenderloin community. i'm calling to ask for you to fully fund the oversight committee budget proposal to fund real permanent solutions for homelessness. prop see is a people's initiative. please respect this community process. we need to restore 200 units of adult housing subsidies. we desperately need pathways for people to get off the streets and stay off the streets. this process will give us a permanent solution to addressing homelessness as people get back on their feet. thank you so much. >> thank you for your comments. next speaker, please.

>> hello. my name is mary thomas. i live in the o.m.i., district 11. ima family childcare provider and i have worked for unified school district. i have been in early education for 40 years. we went out and we were trying to make sure that prop see -- that early educators and all the educators are properly paid for helping other families to make sure -- [indiscernible] as a provider we had to go out and let other providers know that they were supposed to be closed, that they were continually working. that is what we do. we work and take care families. we will like you to continue to respect the voters that voted for prop see. thank you and i appreciate your time. >> thank you for your comments. there are five collars left in

the queue. if you have already called in and would like to comment on these items, please dial start three now to line up to speak. next caller, please. >> hello. [speaking spanish] [speaking spanish] >> thank you for your comments. next speaker, please.

>> hello. my name is ian. i live in the lower hate. i work with the coalition on homelessness and i'm calling to ask the board of supervisors fully fund the oversight committee's budget proposal. i the privilege of helping to facilitate the process by which the budget proposals were made. this included a 17 listening session with over 800 community members. i was part of a listening session with over 50 homeless families. i was part of a listening session where clyde was able to collect input and dozens of homeless folks living on the street. these are the people, this was the community that got on the ballot and got it past. i'm calling in today to ask the board of supervisors recommend and respect their proposal. i know that many of those families have called in