i want to understand this because i want to get it right. and how much does each academy class cost? so the director has that information for you. >> for each academy class, if it was a full year, it would cost $4.9 million that will cover from that about about $4.1 million is salaries and $40 # 0,000 for overtime training and instructors at the academy. and f.t.o. preem youm pay is about $50,000. there is tech rare salaries and services related to -- temporary salaries and services related to

hiring and testing is approximately 90,000. for the full duration of the class is approximately $5 million for class size of approximately 30. okay. that is super helpful. again, i am struggling with this, but i'm on it. i got the chart that you gave me on june 10 and this is so helpful, thank you. so and more recently you have

doning the smaller wurns and the smaller classes produce on average more recruits that actually become full-time officers than the bigger classes, it's not as dramatic as what i thought it would be. i know you want four -- >> 30 is what we're looking for. >> 30 in the fers year? >> the target would be 30. >> because you want to graduate 25. or you want 25 to become full-time officers. >> yes. so you are assuming of each 30, that five won't make it. >> about on average, that is pretty accurate, we believe.

>> we are struggling with the realities and we need to be working on the prevention end as much as the policing end and to do that with the right balance, we need to find savings in everyone's budget. we are treating your budget like we treat every single budget of every single department in the city. press, please take note of that as well. but i am just wondering, if you had three classes of a slightly higher amount, right? , so the way i did it, the goal is to hire 120 officers this year and 100 next year, is that

correct? >> i think so. 100 officers and growing to and that is how you get to the 100, four classes of 25. >> the first year. so if we did three classes, i would just assuming everyone would graduate. i i get that we have to fix for that. if we did three classes at 45 or 50, and i am looking and you had if you did a class at 50, in order to make this -- three classes another 50, you lose --

you could lose 50. get your 100 officers. >> i am not following the math. >> in one year? >> what i am trying to do is save money. >> if you did three classes at 50 and weren't able to fill it but able to get to 100 officers, you would still meet the 100 officers. awe thank you. yes. with three classes of 50, do you think we could still end up with 100 full-time -- you call them f.t.o.s. >> in theory i believe that works but i will call this reality six for us is we have found that because applicant pool is limited, it takes us longer to get to 50 candidates. while we are kating to get to the 50, we are losing candidates

to other departments because they are, like, i am not going to wait on you. i got an officer for this department. it puts us at a disadvantage competitively and shifted to this we get 20, we're ready to go. if we get 19, we are ready to go. often times that we have been able to add recruits at the last minute. so that is what is charging that. >> that is helpful. the airport fund, so is the airport fund doctor is all the money for all the officers at the airport, is that covered by the airport? those costs? yes. so if you were to take the officers and redeploy them to the city, that would be a general fund cost. that is a shame because i think there are too many officers at

the airport. why is the airport wasting money? we should go back to the airport budget actually with this. i think they would -- go ahead. i can tell you about the policing part of it. there is a lot of federal mandates with the check points, security, and things like that that require a certain level of staffing. and sometimes it might seem like why is there all the security at the airport? but it is really important to protect the airport. >> 72.6 officers at the airport before the pandemic. and during the height of the pandemic when nobody was traveling, we increased to 90 officers. this is the fund, not number of

officers. why is the amount for? and there was nobody at the airport. >> this kind of relates to pre-a.. when the economy is doing great, they have more passenger demand because of the increased passenger traffic. once the pandemic hit, they had frozen -- not frozen hiring, but the positions within the budget, they had frozen hiring but left the to have the so leaving it

within the fund allows them to recover. >> they didn't spend the full $90 million. >> do you know what they spent? >> i would have to look back. >> would you send me that info? >> for both fiscal year 20 and 21. we are back down in terms of where we were in 2019. >> in terms of the budget. to meet the expected passenger traffic and since that pandemic, the passenger traffic has still been depressed and so they have

cut the positions back to fiscal year 2019. >> they are right sizing. can you get me the data before next week on what they actually spent? >> i can reach out to them. >> thank you. appreciate that. a couple more questions. sorry. on the cars, we'll talk about the cars, but why can't we have all electric cars? >> we have to have the infrastructure nar and patrol car, commander jones can talk about that, there is pursuit ratings. i don't know if there is any

electric car that meets this for pursuit related vehicle. >> i believe that is right, chief. >> so that is our holdup. we are slowly getting the infrastructures and that is why we're asking for hybrids or we want to purchase hybrids because there are pursuit rated hybrids but not pursuit rated electric vehicles. >> that makes sense, thank you. >> i'm sorry f i couldn't -- you were going really fast, which i appreciate, but i couldn't follow you. on page 12, where it says general fund operating overtime impact. so you said the overtime related to filling vacancies. so can you walk me through that. if you are planning on filling 100 vacancies this year, does that mean the overtime budget is decreasing this year? where is the overtime budget ask this year compared to last year.

this is related to the airport academy. >> whoa, whoa, whoa, i see where the data is. so why are we -- why are we doubling the overtime amount when we're planning on increasing by 100 officers in that makes no sense to me. >> supervisor ronen, as patrick just mentioned, the budget for overtime this year was $13, $14 million. the department spent close to 40 because of the vacancies.

they were able to obsosh that amount and they didn't have to ask for additional funding. what we did in the budget is reflected that reality. we assumed they will have some number of vacant officers going into next fiscal year and fill 100 and took the incremental savings and shifted that to the overtime. that is 20.4 in fiscal 2024. >> that is helpful. sorry, guys. i think that might be the end. that is it. thank you.

>> i would like to note we will be meeting as a special meeting of the board of supervisors at the moment. thank you. >> thank you. and thank you, chair ronen, committee members, for the thoughtful discussion and allowing me some time. i want to thank the chief and his team going through the details in the office and we got the more detailed sfes answered there. and let me just start with pulling back from the weeds of the discussion. a decade ago the sfpd budget was $461 million. since then the budget has gone

up millions of dollars at a time until 2020 which as, colleagues, some of you have noted after the murder of george floyd and led folks to think critically and police and police funding to join the many folks who have been calling nar discussion for with the trend going down or flat when you look at prime

overall. and there is a police budget now that is before us. and i think it's important for us to recognize record breaking police budget and huge increase this year of $2.5 million proposed by the mayor. this is occurring shortly after the 2020 and from the mayor and the shared commitment from the whole city leadership. systemically harmed so in 2020

and i don't know if you have the slide and i think my process forwarded it if it is handy. this is a look at the crime data from the police department website and to look at 20 through 21 and the bottom here, you look at the police budgets,

right? going from 461 million a decade ago and as opposed to $708 million despite the commitments we have made to divest funds from law enforcement. that is a pretty stark disconnect and chair ronen referred to media takes and this is not contested data. this is police data. we are not looking and there are upticks in certain types of crime. we know that and that varies by neighborhood and the districts is experiencing different issues. this is the data to get out of the weeds sometimes and look at the overall data which is not

any surge and flat property crime and what is purging and what is going up over the last decade. whether crime goes up or down with the empty airport and in the city and before i have specific questions, i want to ask chief scott about this shift from 2020 to a shaured commitment to decreasing divesting police budgets to a budget with a $50 million increase. and when was the decision to

shift from a divestment or at least not an increasing of police budgets to a proposal with the large increase. who made that decision? >> thanks for spending time with us yesterday. traditionally the biggest percentage over a long period of time of any police department's budget and i will stick to personnel costs and is 90% of the budget and high 80s and a lot of increases and salaries and increases that will increase over the years. the only way to deal with that is to have fewer people and not

to give raises or take raises away. and that accounts for a lot of that. it is good news for all of us that property crime has gone down and the crime rate is relatively flat. i do think we need to make that better. there is a prevention component necessary to do that. the role of the police is try to prevent the crimes from occurring in the first place and not just be a reactive police department. and what we saw is the result of that in the 90s when on your chart violent crime was at all-time highs and murders at all-time highs for the city. some of this is beyond the cost

of living and escalating costs for personnel with boast of the budget. other things and i will ask patrick to weigh in on this. operations to keep this running and escalated as well. when you look at the personnel, of course right now we have only fewer personnel and three years ago. at the same time the workload is either this past year, it went up and in terms of calls for service. the workload is many constants going up and n a lot of degrees. i believe we are all in agreement there are alternative solutions that we hopefully will

achieve and require less policing to do this and this department and the police officer association found 17 categories of radio calls that we think of other agencies should do. in the process we were contacted by d.h.r. to push this forward and there are solutions that i am hopeful we will act upon to maybe address the issue that you talk about. and if our staffing analysis indicates that we need less officers, we accept that. that was the spirit of the staffing analysis. right now the costs will be tied to personnel costs.

>> if i could just jump in and what is focused on the from the mayor's office and trying to divest resources and reduce and certainly not huge increases like this. the personnel costs is totally understandable and there is nothing on this front from 2020 when this commitment was stated publicly. in terms of the increase in calls, again, that may be so in 2021 versus 2020, right? it is not if when we were all standing and making the commitments in 2020 and from the mid 2020, there wasn't -- there was no anticipation that

personnel costs were going to drop. and i am trying to understand and i think you have presented the various aspects of the things that you were seeking increases on. and overall there is an approach to budgeting that this mayor has directed, come back to me with the budget to this provider and in 2020 the marching orders were not looking at big increases to police departments. the media coverage and was there a decision made at some point.

is there a decision to maintain the increase. >> if i could go, one thing that has changed and this is significant and i hope this is a responsive to your question. and we are in such a different place about the wake-up call that the george floyd incident called in 2020 and in the world, there were calls across this country to cut police budget and defund through all these things and 2020 and 2021, we had a wave of murders and violent crime across the city, it really changed a lot of people's mindsets on that effort whether

people are concerned about their safety. now policepeople want to see more police in their nabts. and i am not saying that a lot of people did. that can react to the result of the constituency. 2020 didn't suffer with other cities and rise in homicides and there are increases about people just wanting to feel safe. this is a change that we should not make lightly.

and to feel safe and want a police department that can help achieve that. >> if i can take a moment to address the budget increase and the current fiscal year and fiscal year 23, the police department budget increasing by approximately $51 million. some of that increase is associated with decisions in the fall of 2020. the police officer association and m.e.a. police negotiated with the city to mend the m.o.u. agreement to defer some of the raises that were due and that helped save $13.8 million at a time we were entering into recession because of the covid pandemic. those deferred raises are back and deferred to july 1, 2022 to

come into effect and the other factor increasing the budget increase is the m.o.u. agreement that was just amended for the p.o.a. with step premium retention bonuses approved that was approximately $18.6. rent increases is 2.4 million. services from other agencies 4.3 million. when you look at the budget, the vast majority of it is personnel. so when we encounter the cost of living adjustment or benefit increase, it affects our budget more than the other city

departments. so for each year, the city can't anticipate what the cola or benefit increases will be. generally they are reset to what conditions exist. if, for example, some of the benefit increases and the biggest variance is on the retirement benefit which is associated on the investments and that all contributes to the increases with the other thing is comparing the budget between 2012 and 2022, there is a lot of changes in the city that has occurred. mission bay didn't exist the way it does now. there are many more residents. the warriors were in oakland. a lot of services have changed.

the staffing study calls for 382 officers. we are below that. within the budget itself itself, we are not asking for any additional positions to keep the vacancies that exist right now because people have left to hire for those places that are fulfilled. >> i want to recognize the budget director. >> thank you, madam chair. to the increases in the department are overwhelmingly associated with compensation and that is the increase from the originally adopted fiscal 23 budget to the mayor's fiscal 23 budget and are overwhelmingly compensation in the m.o.u.s approved by the board.

>> on that point through the chair, that $16 million of the increase, right? i believe that is what was represented in g.a.o. when we were looking at the m.o.u. amendments. >> that is are approximately right. thank you. >> and then what about the cut side? so talking about the personnel increases and the cost increases. and if the instructions were different and instructions from the mayor had come up with the budget that does not go up, you may have had certain things that go up like the m.o.u. increases for personnel costs and take an hard look at other things and cut certain things. can you itemize the major categories and amounts that compared with the existing budget? you are cutting from the police department budget. >> departments were not

instructed to submit reductions. >> can we assume that nothing being funded is cut? >> we have one-time capital projects with reductions from year to year from one-time projects going away. i think that would be off the top of my head one major area to see reductions from year to year. >> thank you. any other major areas where there have been cuts to the existing budget? >> there are changes from year to year. a lot of one-time funding associated with capital projects va irfrom year to year. and special revenue funds that vary. and grant programs that we apply

to. that we have a grant award and is budgeted the first year. and what you see is a reduction. and is really those type of things. >> thank you. so i will spare all of us the exercise of previous years to go through at least about a dozen areas that i think we probably spent the third time and last year highlighted with half a dozen and prioritizing and trying to keep a departmental or police budget flat, let alone looking for actual cuts that certainly could deprioritize. i want to ask a few specific

questions, though. one that we have talked about is the mounted unit. my understanding is the mounted unit is 10ftes and the only thing that i have learned other than the fact that people like horses and families like to pet a horse, that seems like if there is a hard look at the department and plans in areas to save some money, and i guess the question is we know this unit and we learned from the b.l.a. last year is not legally required to be funded. so what if the proposed f.t.e.

for staffing in the coming year and what is the total cost of that? >> i have to look back and i don't have number off the top of my head. >> i want to know at the risk of comparing apples to oranges for my colleagues on this board, there are more, twice as many people working in the san francisco mounted police unit and no offense to the horses or officers part of that, but twice as many people in that unit whose purpose nobody can tell us other than some community outreach or public p.r. than your entire office, right? the entire staff, ourselves including, are half of the mounted unit. so the next one is the media

unit referenced previously. how many f.t.e.s and a whole hearing on this and we don't need to rehash the discussion around what is an appropriate or inappropriate media and propaganda and fact-based to agree or disagree on some of the points to seek additional staffing with the immediate unit in this budget? >> there is no increased within the media unit current year. >> 10 ftes? >> an i know we provided the information, but i have to look back to check.

>> four sworn and three nonsworn. >> when we had this committee with the representation and one full-time videographer and are seeking a second. has that plan been abandoned? >> the second videographer is not for the media relations unit. it is for the -- i'm sorry, the training division and what they do is going to produced for the professional development and are not slated for media relations. >> an any vacancys? we know one in the media unit. our colleague. so unanimous you have filled that, any vacancys? >> we do not have vacancies in the media -- let me take that back, i think there is one sworn officer and it is detailed to

fill the gap. >> sorry. we can move the sworn officers to another duty within the department. >> can we move them to another duty? >> i didn't mean to take over. i don't realize there is sworn officers in the communications department. why? >> part of it is the knowledge base. the institutional knowledge helps to have a mixture of sworn and professional staff in that type of unit. and many different departments and i won't call it a best practice but an existing practice pretty much all over with departments with a mixture of personnel. a lot of the smaller departments, it goes beyond the

press. there is internal, tra stra -- strategic communications piece which is part of the reform efforts, by the way, and things like the website development led by the director which is the hub of everything that is fed into that has oversight and the captain's letters and the community calendar and all that. that office helps coordinate that work. there is a value to having sworn there for the institutional knowledge and to disseminate information that is sometimes sensitive information and having the knowledge of what to say, whatnot to say, there is a sworn component that is really important. >> got it, thank you. and without getting into the merits of whether it's program

that should be expanded, maintained, limited, what is the current processing? and my information from the report is it looks like nine ftes. >> i think it's the assistant chief that has that info. >> we currently have two sergeants and two officers and two prop f that are coordinating a large program. >> how many sworn officers are involved in the oversight of the 10b work? >> there is a lieutenant that has the alcohol liaison and the 10b and plain clothed

deployment. a retail theft sergeant and 10b coordinator sergeant. then we have one sworn officer and one part-time sworn officer. >> thank you. switching to sb1421 referenced by vice chair safai, how many ftes are in the 1421 unit? >> one sergeant. and that is the unit we are working hard and hopefully get support to have professional staff for that unit. >> how many ftes are proposed under the budget whether sworn or unsworn? >> 1421.

or total? >> i believe it is two, but let me double check. >> in the presentation. so what -- this one and the first budget year. >> p.r.a. analyst. to highlight priorities with 5 to ftes and on track to a decade or significantly longer in transparency on the department is concerning to me that that one is only one in the unit. there is a whole bunch of categories. what i want to urge and would be

happy to consult with the categories that we have discussed here and some of the thing where is there seems to be extra funding regardless of how you view having more or fewer police officers on your corner and involved in certain roles, i don't think that anyone feels safer by virtue of the mounted unit having ftes. i think there are areas and i don't mean to pick on that one, but is one of probably a dozen areas where i think if we're serious about reducing the overall budget, it shouldn't just be a discussion about the merits of each of the component of the $50 million increase but we should be looking at the net and even if some things are going up, to make others go down. >> i appreciate that. will you give that list to the budget and legislative analyst

as well? we are starving. how many more questions do you have left? >> i am trying to decide whether or not to take a break before we are done with this budget. >> i think we can push through. >> five minutes. >> we have two more supes on the roster, too. >> if you could get to the central questions and we can ask more questions offline. >> sure. one area that we haven't touched on and some of the colleagues have talked about disparities in arrests and use of force and chief, we talked about that in the public hearings and as well as offline. i think from at least the advocate community and seems to be a consensus that one of the most effective ways of addressing that is to end pretext traffic stops and variably biassed stops as troebl the single biggest thing and mosted a voe t kas would say in

terms of the reform and the one thing to really change those disparities. i wanted to hear from you in the context of the budget discussion if there is anything standing in the way of a -- of adopting policies that are being discussed in front of the commission and in your opinion when we can expect to see a change in policy around pretext stops? >> in answer to the first question, as far as standing in the way, i can't say standing in the way and some of the budget asks that speaks specifically to what we believe is necessary with the writing and staff policy in the budget and

introduced a draft this department has been working on for a better part of at least seven months and working with the appointed commissioner and mark carter-oberstone on that policy. part of this process will be public listening sessions. part of this process will be work groups. and part of the budget is the ask is actual professional staff to help facilitate these types of discussions. because the way we're doing it is not adequate. we will go forward with what we have until the budget is approved, but it will make us better at reaching the policy goals and i want to emphasize that because it is important. >> the goal is, and we're going to work as hard as we can to fulfill this goal is to have a completed policy before the commission sometime this fall.

and we want to reverse our policy writing history. some of the policies have taken years to develop. we want to get to a better place and not having that happen on this particular policy. that is our goal. >> thank you, chief. appreciate the comment and i just do want to say on that that i think and this is one area where for police commission and for the board to be engaged on what could be very impactful in terms of getting at racial disparities that have persisted in spite of the reforms. >> i will refrain from further questions. i just want to conclude briefly by saying that i think the two things in terms of how to approach this, to the greatest

extent, we should draw a line on not increasing the budget and i look forward to working with you and i know you will have this back in committee. i think there are ways to make these cuts and to keep us at least from going backwards on this front with discussions around alternatives to policing and so forth. i also think and would recommend to the committee along the timeline that the chief is referencing where we expect that maeb in the fall where we are making progress around disparities to urge all of you, committee department, mayor's office, to consider placing a significant amount of funds on reserve pending the department coming back to this committee. and really making -- showing measurable progress on two

things. one is on addressing the racial disparities. if we don't do that and this is something that i think affects the discussion and increasing police budgets without addressing racial disparities, we are funding the disparate use of force, the disparate arrests, the disparate stops. we are funding that at greater levels. and that doesn't sit right. i know it bothers a lot of you, colleagues, if not all. and so one way to address that is the reserves so some of the funds are held back until we see that measurable progress on that front. the other issue is around transparency. and to see measurable progress with the staffing issues and also recognizing that complying with these state laws and our state lawmakers have made progress with 1421 and sb16 and

now city attorney and others like fought that fight and we are not complying with it. we are not releasing the police rorsd record rs and linking the progress around racial disparity and transparency and record productions and having the department come back perhaps at a six-month time frame. i would recommend we put at least $50 million on reserve pending measurable progress on those two fronts. and we'll leave it at that and really want to thank you again. i know i am standing between you, chair ronen, and committee member, between you and lunch. and this hearing has gone on for a while. thank you very much. >> i really want to thank you, supervisor preston, for all the leadership and time you and your staff have taken on this issue. i respect the work you are doing. and just really appreciate you coming in you are not even on

this committee and you are spending time and energy and no t that you are not busy in a million other things you are doing. [please stand by]

>> so we can get the right officers. we will see the problems that we have. last thing to say. chief, you stated about it is not necessarily the best way for us to gauge how many officers we need by population per capita, i want to say to you and to commander jones as well. we definitely talked a lot about, you know, service for cause. i caution all of us to never judge where police need to be because of the calls to service. black and brown people don't

necessarily call police. immigrants don't necessarily call police. there are communities and cultures of people who are trained not to call the police. if we are going to decide whether an area needs community policing because we are talking about calls for service, that is a problem because, you know, and i know most of you in the command staff and the department know we all know that certain cultures and communities of people do not call police. i just caution on trying to use that is problematic for me if you are decides to put folks in bayview-hunters point versus citrus heights because of cultures that call police more. that is problematic. i want be to say that as we think about and as i go back to when i say i think there is more

concern versus just the number of officer that we have in the community. >> thank you. we will have further discussion. >> supervisor safai. >> i want to end on a couple points, i, too, agree. this is what we talked about being committed to justice reform and justice. you know, the idea that many of the department of justice recommendations have not been met. some require additional staffing. they require additional investment. the idea and i appreciate supervisor preston's comments about racial disparity this is policing. we have had these conversations chief. we need to do better. having additional technology and staffing and the right type of

training and the right type of officers that are reflective of the communities of polices is extremely, extremely important. that an important thing. that is why i highlighted the state law and the move toward getting additional records and meeting some of the new state requirements. that is extremely important. i think overall crime and crime per capita is not a good measure for san francisco. this is the second most densely settled city in the united states, not even in california, in the united states. 16,000 people per square mile. second only to new york city. i think we have to look at it in a slightly different way and the types of crimes we confront and hear daily are different in san

francisco than other parts of the country. that has to do with our unhoused population, people dealing with mental health, so many different things beyond the realm of this conversation. i want to underscore to say we are trying to strike the right balance. it doesn't mean you will get every single police officer. it might require you being nimble within your own department. i like the path of having smaller academies more frequently. that is the right way to go. we talked about that last year on this committee. i appreciate the move to shifting to that. definitely having the right training and quality of officers is very important. thank you, madam chair. >> that was it. >> supervisor chan.

>> i promise to be brief. i want to thank you for this conversation today. this is more directed at the mayor's office. we had a brief conversation yesterday about the health service system in terms of employee assistance programs. i want to send my condolences to sfpd and the family of sergeant christopher morris. that is unfortunate and tragic to highlight employee assistance why it is needed to be funded to service our fire and police and first restonders -- responders in time of crisis. i want to say that. of course, thank you for your service. i look forward to continuing this conversation. >> thank you, supervisor. we really appreciate that. >> thank you, chief and team.

thank you all for sitting through this lengthiest hearing of budget process. we appreciate your time and calm throughout the entire thing. chief, you are an incredible leader. we appreciate your leader ship. we will see you next week. >> item 3. >> item 3. >> this amends the admin code to increase the vehicle licensing fee from $1 to $2. in 2014, state assembly bill authorized counties to increase the fee. these funds will be used to exclusively to deter and investigate and prosecute vehicle theft crimes. they have increased.

in 2019, 4,500. in 2021 over 6,000. i want to note that there is a change to the proposed ordinance in section 2. there is some change to the language the city attorney has drafted. you should have a copy of amended changes. >> thank you. supervisor walton. >> page one says imposition of fee to be paid at time of registration or renewal of registration of every vehicle registered to an address within the city exempt those exempted under state law. who is exempted? >> it might be some of the commercial vehicles.

i have to find out. i believe it is commercial vehicles. city-owned vehicles. >> we pay each other all of the time. i am curious why anybody is exempted. >> i don't think we are going to know. the point is made. state legislatures can get clarity if there is a state law. we can get clarity what is exempted and why. >> i would be curious. i am not going to fight the fine. >> i just want to note for the record that the department did distribute to the committee some amendments to this ordinance specifically on page 2 lines 11-14. we will be taking a motion to

amend. before we do that can we open up to public comment. >> members of the public to speak on this item joining in person line up to speak by the windows. remotely call 415-655-0001 id24953176708. pound and pound again. press star 3 to enter speaker line. for those in the queue wait until you are unmuted. then begin your comments. nobody in the room for public comment at this time. we have one caller on the line for public comment. >> good afternoon, david pilpel. on the fee change i may speak on police staffing if you intend to

take a lunch break that is great for everyone involved. if you could make clear for department head staff and the public what the plan is once you come back from the lunch break in terms of further hearings for the rest of the day. thanks for listening. >> i believe that was the only public comment. >> public comment is closed. i would like to make a motion to amend item 3 as stated. >> second. >> roll call. >> motion to amend. supervisor safai. >> aye. >> supervisor mar. >> aye. >> supervisor chan. >> aye president walton. >> aye. >> chair ronen.

>> aye. >> the motion passes as amended. i mean the motion to amend passes. >> thank you. the motion passes unanimously. i would make a motion to forward the amended item to the full board on july 12 with the recommendation. second. >> second by walton. roll call vote. >> yes on that motion. supervisor safai. >> aye. >> supervisor mar. >> aye. >> supervisor chan. >> aye. >> president walton. >> aye. >> chair ronen. >> aye. >> the motion passes without objection to recommend the matter as amended to the july 12, board of supervisors meeting. >> thank you so much. we are now going to -- we are going to recess until 3:00.

>> supervisor ronen: welcome back to the june 17th budget and appropriations committee meeting. we're continuing with the proposals for the fiscal year 22-23, 23-24 budget. we will start back with the department of police accountability. mr. henderson are you on the line? are you in the room? >> i am. >> supervisor ronen: good afternoon. >> here i am. how are you guys?

>> supervisor ronen: we're great. we've been sitting in 12-hour meetings three day in a row. >> they have to limit my comments and not to speak more than two hours. >> supervisor ronen: go right ahead. >> all right. i want to make sure my staff is on here as well. are they all back? these are the people that are smarter than i am. they are here. okay. let's start with the budget. here is a packet. let's move on to the first slide fiscal year 22-23. i will not bore you guys going through all this stuff. just jump in if you have specific question about stuff.

i will take up all the time and read all the slides to you. let's move to the next slide. i will say for our mission, we didn't have a mission statement. that's one of the new things. you'll see a summary of the mission. i'm preparing five-year sum riff the work that's been done at the department of police accountability just so everyone can see the entire transition from the o.t.c. into the new organization and work that's been done. here are the divisions of all of the work that's at d.p.a. investigation audit. that's one of the newer divisions. the legal division, mediation division. i will mention one of the things you will see from the summer from the mediation division, is now a national model. other agencies are copying the

mediation model here in san francisco, to include that in their oversight agencies. then 1421 is in there. here's the organization chart. you will see another thing that i pointed out, in the organization chart, the majority of folks in terms of personnel are in the investigators. that's where a large part of the work and the heavy lifting gets done in d.p.a. the independent investigation is one of the things that set d.p.a. aside from a lot of the other civilian oversight organizations. i think it's one of the most crucial components doing the work, the ability to conduct independent investigations. which means that the organization does not rely on the department that it over

seeing to give them information for our investigations. here is our proposed budget. i'm going only going to talk about the highlights. you can see the increase was a mere $432,181. in that, we added just one position, which was a legal position to support our legal team. then, we also substituted a senior clerk typist, which was a 1426 senior legal process clerk. reason that i'm pointing that out is, d.p.a. is the only agency that had the reservoir of senior clerk typist. those of you familiar with these titles know that position was made obsolete early in the

'90s. only exist at o.t.c. and d.p.a. we transitioned them into positions that are more useful to the work that's being done. that's why i included it. obviously that requires a shift and increase the budget. the majority of my admin team when i came in to o.t.c, we transitioned with this classification. we increased the training budget. it was $4000 for the entire agency. the work that we have made, recommendations for with the department, we internalized the work we are doing for inspection investigation related to bias by

way of example like many of the evolving fourth amendment rules that have evolved recently, especially in california. making sure that my department and my investigators and lawyers stay on top of the evolving state of the law as it relates to policing and enforcing the right for the public in terms of those encounters with law enforcement. that's something that's important. it's only way to stay on top of those things, it's not just access that information and have training that's universal for the agency. that's part of why we direct it in our budget. also, because we make those recommendations to the department about their training as well. we want to make sure that we have our own exposure to those same issues. here's our proposed budget by category.

you will here that we support new positions increase in pay and benefits. most of the increase there in the training budget, which previously was brought from that $4000 to 10,000-dollar, it's now $20,000. the other thing that we have done or showed here an increase in work orders with other departments. i think that's -- those are some of the thing you seen as an increase. here are historical vacancies. the reason that -- i want to point out in these vacancies, you can see that those vacancies have decreases year after year. 85% of our budget at d.p.a. is still salary and fringe budget benefits. one of the things we continue to do is decrease vacancies. we fill those positions as

quickly as possible. you will see this in the 5-year summary, one of the historical problems in the past with o.t.c. that emerged, they had more than 15 open vacancies with their investigative staff that had been open for over two years. i've eliminated all of that. we're hiring good folks to continue to do the work. we need to do it. our workload has increased exponentially at that time. i have to fill those spots as quickly as i can get to them. these are the department hiring plans. we planned to hire three investigators by next month.

it's already been done. we did the interviews and the hiring process as quickly as it could be done. the offers have been made. we're waiting for those folks to fill the position and to start. they were vacant for a period of time. only because the test expired and we had to do a test development. we had to do the interview process. again, there were no delays in that process in getting the investigators into the department. they still haven't started. you can see the 8173 legal clerk and the 8108 senior legal process clerk are still pending recruitment. that's still happening now. another thing i point out that isn't flagged here is part of the things that caused many of these delays are the backgrounds. when i first came to d.p.a., the

delays lasted in some cases beyond six months. at some point, i love to talk about the solution with the board of supervisors about removing that subjective process from the police department. i think it's really almost a conflict to allow the police department to assign the background investigation subjectively, internally to folks that i'm trying to hire and bring in. just as an fyi, other departments do their own investigations for their staff. i should be allowed the same things. that's also another reason that sometimes there are delays in my hiring process. i can't control that process. fyi, city attorney office and district attorney office are examples two other agencies that do their own backgrounds with their only investigators or

secondary investigator that aren't contingent on police approval for them to do their hiring. here are the vacancies. you can see these are some of the the numbers. we have over 700 independent investigations take place. that doesn't count the over 3000 allegations that come in. only thing i want to flag are the delays that are caused when i have less staff. one of the things that i like to address is working on direct access to the information. this is the final slide. here's our budget focus and cost saving. i won't read these things to you. i want to point out here, some of the things that we have done at d.p.a. to increase our staffing. i still consider us to be short staff. we never had an intern program. we have interns all throughout

the year now. we also the julius fellows. we partner with law firm to receive free labor to help us do our work. we work with partner outside our agency and like the public defender's office and other community group. those are some of the cost savings we built in. >> supervisor ronen: thank you so much. we appreciate you. supervisor chan? >> supervisor chan: thank you. director henderson. quick question. case numbers remain over 700

annually, about roughly what is the case load of each of your investigator? how long does it take for you to close a case? obviously they are complex and they have different complexities. just kind of trying to get an average in general understanding. >> it varies. at any given time, i reveal those numbers every single week at police commission. i do it weekly so everyone knows. no other agency does that. no other oversight agency and not the police department either. if you want some parity to uncover the efficiency of my agency you can compare it what internal ail fair -- affairs doing with their cases. 700 number that you're talking about, are the actual investigations that take place. beyond just the allegations, those are are the independent

investigations that take place that are concluded internally from the office. i think the average case load, i'm looking in the notes to see if staff can answer that, they haven't responded yet. there were 775 of them is the exact number from last year. the annual report is about to come out also in the next few weeks. which have all of these numbers not just presented but analyzed. you can see with specificity which precincts they coming out of. i typically provide on a weekly basis, not just what the allegations are but which precincts they are coming out of. you can track in realtime the kind of allegations that are coming from the community into our office and being measured. i know that didn't answer all your questions.

>> supervisor chan: what is the average case -- how long does it take for to close? >> it depends on the investigation. obviously, there's some cases are more complex than others. for officer-involved shooting, those are some of the most complex, mostly because those investigations have concurrent investigations from other agencies. let's just say that there's a shooting. there's an investigation from the medical examiner. there's an investigation from internal affairs. there's an investigation from d.p.a. there could be an investigation from the a.g.'s office. all of them are reviewing the same circumstances. this is part of why i've been arguing about having d.p.a. be included in the m.o.u. that's being drafted now so the information can be shared effectively for the three separate tracks of accountability. there's a civil accountability, there's criminal accountability. there's administrative

accountability. need those record. that's how time -- i don't want to say it runs out, it extends the amount of time necessary to complete and close those cases. i think what you're alluding to and asking you question with a deadline, which is police officer bill of rights, limit limitation you must conclude your investigation with your charges before end of year. i will point that out only because of up to 20% of the cases that were handled from the o.c.c. went away because of misfires or time ran out from 3304 deadlines in their cases.

it's hard for me to answer directly about specific case in terms of how long it takes to conclude that investigation. there's so many different parts involved in each specific case. the availability of body-worn cameras, d.p.a. and san francisco is the only agency in the entire state that does not have direct access to information like body-worn cameras like they have in every other county. another solution i like to see come from the board if possible within the next year. it's hard to say about -- i can tell what you the complexities are. sometimes officers are unavailable. we can't conclude their interviews until they've made themselves available. they are not on sick leave or they are not on vacation to come in to conclude our cases.

it could involve large number of witnesses. we had to speak to so many other people to corroborate the information and evidence that we have before we present our cases in front of the commission. factors like that are almost subjective and case by case, there's not one specific general thing, which were concurrent investigations going on either by the city attorney's office and the district attorney's office and litigation and the secondary thing our own investigations and delays associated with having access to body-worn camera that can involve dozen and dozens of requests. those will be the biggest factors in terms of our

commitment. >> supervisor chan: thank you so much. i do look forward to working with you about how we can make sure that you have access to body-worn camera footage. thank you. >> supervisor ronen: thank you, so much. presidential walton? >> president walton: thank you chair ronen. thank you. couple of questions, thank you you and your office for being the department that is basically doing and supporting the work for the sheriff's deputy oversight board, while we get everything together as a new department. just couple of questions on that, have all the board members completed their required change? >> they have. i would love to build some further efficiencies into that process. that was money that was spent

that went to the sheriff's office to conduct their own training. i love to expand that and have more independent inserted in the process, so we can have a different set of perspectives presented to the commission. i think that's aspirational for the next cycle or other folks when they come in. we got the training together and completed for them to begin doing their work. >> president walton: do you know when the vacant positions will be filled and they can start looking for the inspector general? >> that is a complicated question. as soon as the money are made available to us, as you know, the challenge has been having an operational staff in the budget for that and access to the

budget has been one of the issues that we have been sorting through. we did finally get the clerk position who has been managing and operating access to the budget to start doing that work. he has only been with our office may be this is his third week. at the most. as soon as we get those opportunities, it is the very top of my priority to fill things. i'm not one to sit on position. >> president walton: the budget is in place. we're talking about access, meaning what? >> meaning, the budget was in place before. i couldn't write any of those checks. i couldn't use or access any of those funds until recently.

it's an administrative glitch, that unfortunately, slowed things down. i had to get that employee sooner rather than later. by the way, i'm talking about this, these are all administrative delays and processes, i want to make sure that i let you know that the work is being done. we still completed over 131 cases and the work is being done without me addressing the cost that i have internalized through d.p.a. while the work is done. i don't want to send the mistake in belief that the work isn't being done, allegations that are being made aren't being followed up upon. i want to point out that the sustained rate for that work is 16%. that is well above the national average which typically is between 3% and 4%.

i wanted to balance that out and make sure that i wasn't sending out wrong information or having folks feel like the allegations coming in aren't being investigated. >> president walton: thank you. i wanted to dive in little bit. i wanted the public to know that work is happening. we are setting up the office and working with their department and working with the mayor's team. i wanted to make sure that was on record. my last question, is that a background, do you listen to that big speaker? [ laughter ] well, supervisor, i'm actually -- >> this is a vacation day for me. i am at my board meeting. this is the board's room. [ laughter ]

this is the speaker. >> president walton: protect your ears. >> it actually does work. it's huge. this whole wall, i don't know if you can see, it's all speakers. i couldn't figure out how to use it. i don't want to touch anything. i can't afford to fix. >> president walton: thank you. >> supervisor ronen: thank you. >> another thing i didn't mention as we're talking about the personnel for the sheriff staff, that work is still being done by d.p.a. employees. that's another part of it as well. the heavy lifting is still being done internally by employee at d.p.a. in spite of the administrative budget. i wanted to make sure that i

clarify, there are people that are assigned and there are people working full-time doing sheriff work already, independent of how we sort out the comply -- complications with the budget. >> supervisor ronen: thank you director henderson. we'll see you next week. >> thank you so much. look forward to it. you guys have a great weekend. >> supervisor ronen: you too. next is the sheriff's department of accountability. >> i will speak very briefly. the budget for the sheriff's department of accountability is largely unchanged from the previous fiscal year. it grows from $2 million in the current year to $3 million next fiscal year. mostly to reflect the assumed annualization of the position.

we did include a few positions substitution to reflect a few operational changes that were made in the year to upgrade an attorney position and a management assistant. largely unchanged from the previous fiscal year. >> supervisor ronen: okay, thank you. that was fast. now we have the office of the public defender. >> thank you, chair ronen and supervisor for having me here today. my team is joining in part in person and part remotely. i have the chief of staff here, head of my operations in the

office. public defenders office protects and defends the rights of low income adults and youth, immigrants facing deportations. our full team, are the last line of defense and hope for many individuals, families and disenfranchised communities. serve -- we serve other 20,000 people annually. our work impacts not just those

20,000 individuals but their extended families. it has been a very hard couple of years trying to be public defenders through a pandemic with the courts backed up, having to relay to clients having to manage visits in the jail with limited opportunities. it's been challenging. i'm really proud of my staff, has been accomplishing for the most vulnerable members of our community. our clients are the most vulnerable members of our community. 51% of the individuals we serve are black, 75% bipoc, over 75% suffer from mental illness or

substance abuse issue. many live in poverty and are suffer from homelessness. when we think about what the public defender does, i like to invite yous to think about a triangle. when we think about that triangle, there's three components to the triangle. on one corner we have the warrior. it is absolutely vital that our team are warriors in the courtroom, fighting to ensure to minimize chances that wrongful convictions that happen every single day across this country, do not happen. we need to have that warrior mentality. we also, are the counselors and social workers. regardless of what the outcome is, because of the care that our team provides, we hopefully, facilitate the trajectory for all of our people we represent moving in a more positive

direction. we're compelled to seek policy change on a local, state and national level. this year, we litigated under extremely challenging circumstances in so many courtrooms remain closed. many of our trial victories, they happened for literally months sometimes over a year and sometimes our clients acquitted within hours after the jury hears the case.

i'm extremely proud of the work that our trial team and office did day in and day out, during the pandemic, with a mushroom backlog of cases. we felt hundreds of bail and speedy trial motions. i'm very grateful to supervisor ronen for holding a hearing on this crises in december 2021. even though we still have unprecedented backlog in the courts, which impacts our client family and communities, we're at the point there's more trials open. while we continue that warrior, that necessary warrior mentality work in the public defenders office, our work will remain

holistic. remained reducing incarceration and reducing recidivism. increasing community health. we have a number of teams that are devoted to supporting clients and their families and helping them thrive. we think, when we're in there with social workers on the ground social workers, there's going to be that trust. our team -- our clients know we have a team fighting for the best legal outcome. therefore, that trust to help for that social worker to facility with the next best place for that individual. staggering racial equity

continues to have an aspect. police continue to disproportionately stop, search and arrest bipoc individuals and black individuals. we're also focused on use the critical anti-racist tool which passed last year with the racial justice act. i want to touch briefly on big wins over the last year. despite everything going on with the pandemic we managed to

accomplish. we've continue to work on media projects, to tell the narratives and humanize our clients so that policy can follow the reality of where our clients are. we freed dozens of individuals through the freedom project. which is something that we got funding for couple of years ago, because there's a reality that when the law changes, this is just a public defender pushing the envelope to ensure that judges have the ability to

resentence. we've been involved in sacramento to shorten unnecessary long probation terms. we've more than doubled our clean slate capacity and we've been involved reforming the impacts of excessive gang enhancements. our immigration team -- [ indiscernible ] to preserve covid-19 safety measures for staff or individuals. we litigated along with the public defender office and group of private attorneys on behalf of 300 individuals incarcerated in san quinton. moving on to our budget. as you can see, our f.t.e.s

has grown. it's due to investments made by the board. i want to thank you all for that investment. the upcoming year budget growth is due to city wide salary increases and grant fund we received for two programs. nearly 92% of our budget is made up of salary and benefits. we're people powered agency. next largest percentage is to pay rent. here's a few slides that examine

our budget in the context of the rest of the criminal legal system. public defender office has been systematically underfunded compared to the rest of the criminal legal system. we are the most underfunded agency, little more than half the d.a.'s budget, less than half of the probation budget if you combine juvenile and adults. we are six timeless than the sheriff and 14 times less than sfpd. next slide, if you take all the agencies and put them together, agencies who either rest, charge or jail monitor individuals in the system, they are 24 times the size of our office, which is the only criminal legal

department with the constitutional mandate to protect the rights of the accused. we're making a call for equity. our annual budget is only 58% of the district attorney's budget. the reality is, that the district attorney's office has the entirety police department as their investigative arm compared to our investigation unit. there's really no comparison. in addition, we represent clients who are not prosecuted by the district attorney including the majority of our immigration and mental health clients. we think this is the time for that to change. we're really grateful that this board has gotten us to this point. we're eager to take our operations to the next level.

i want to talk about slide 14 for a moment to address vacancies. on paper, it shows 14 vacancies. to provide little context to that, three of these positions, there's zero attorney positions that are vacant. we were able to fill these immediately. what is considered the preimminent public defender's office in it country. we have hundred of applications with the open position that we have. three positions vacated in the last several weeks. four of the positions are really upclassing. we're trying to provide room for growth for our investigation unit. seven are going to be filled, hopefully, by this july that are being delayed due to the d.h.r. backlog. we are working with d.h.r. to streamline those processes going

forward. public defenders have not been adequately funded. with more investigators we can fulfill more cases. three social workers, means we can connect our clients with social workers to the services in the city to address mental health and substance abuse. public relations office, means we can change some narratives and stereotypes about our client and communities. one additional member will be very significant, particularly as we digitize our operations during the pandemic. we're hoping working with d.h.r. to smooth out the process in the future so we can fill these

quicker. the mayor has expectation to increase attrition to 1.9. this will be pretty difficult to meet pre-covid our target was $1.2 million. the increase in salary really due dynamics occurring in workplaces all over the country. public and private sectors. next slide shows our organizational chart. last year we had very intentional strategic planning process which included really thinking about our mission vision values and charting a path for 21st century leadership structure that's more

of a shared leadership model in order to basically represent our clients the highest level. we broken it down -- sorry. next slide please. we broken this down to show where the openings are and the different units. i want to say about everyone on this chart that just collective

and collaborative effort that it takes to build what we believe is the public defender office in the country. it takes lot of systemic thought and hard work. we're grateful for the board support in getting here. you have my commitment that we're going to continue with the mindset to take our operation to the next level and continue to provide the highest representation possible and continue to be the national model what a public defender office can accomplish. thank you. >> supervisor ronen: thank you so much. supervisor safai? >> supervisor safai: thank you. my first question is, what was the third arm of the triangle warrior social worker and what? >> activism. >> supervisor safai: it's important. i did miss that. >> what i mean by that, systemic change is necessary.

the reason we're in there, there are other organizations that work in this area. we have all the clients. when you have that proximity to the client it's important that we be involved. >> supervisor safai: looking at the budget here. you getting at least what's been proposed so far, nine new positions? is that correct? >> that's correct. in the post conviction, clean slate. those are grant funding. >> supervisor safai: how has -- i know during the years, under trump, there was significant increase in number of undocumented and immigration work. how has that faired? >> the volume has not decreased.

-- the places people being held has moved. the number continues to increase. we're continuing to trying to in -- make sure immigration unit is actually working along with our criminal defense unit. >> supervisor safai: i wanted to see if it gone down. i imagine it hadn't. i think it's one of the preimminent immigration units in the entire country. i wanted to appreciate the work that all all do there. we have personal experience with that when i worked with the unit. i want to thank you for that work. my next question is in terms of the shelter-in-place, in terms of the number of debate about the amount of crime that's

happening in the city or the types of crime. how has your criminal defense unit faired over the last year, year and a half? >> it's been a challenge. the reason in particular it's been a challenge is because normally, what we rely on, we don't control whether client in custody or not. what we can control is preparing for hearings and getting ready for the hearing at the time it supposed to happen. normally, we're able to get a preliminary hearing within 10 court days within the initial arraignment. because of the pandemic, those deadlines got continued. what happened, without that pressure point, we tried to really encourage our attorneys to get ready and whole teams to get ready quickly as possible, cases that normally go to trial, or resolve.

the district attorney has to take a hard look and approve it. that pressure has gone away. our case load continues to balloon and it it's become extremely challenging. it has been a real struggle. >> supervisor safai: thank you. just the last one line item in terms of your intergovernmental, in terms of the budgeting, the budget is 417 then it goes up, '22 and '23. then it comes back down. it's larger than it was in '21 and '22. is that grant related work that you have? >> the increase is for grant related work. are you looking at the pie chart? >> supervisor safai: this is something that was given to us in the mayor's budget.

total budget historical comparison. your intergovernmental 21-22, is 417, then it comes back down in '23, '24 to 731. is that state funding? >> yes. >> supervisor safai: how does your office deal with the increase? i'm magicking you're assigning people, when the grants expire, how do you sustain that? >> that's a challenge. at that point, we'll be documenting the results and coming to the board saying, this has been effective work, i think this is time to incorporate this. >> supervisor safai: does any of your funding come from philanthropy? >> we reach out to a foundation for that. that's what enabled us to

increase our clean slate program. >> supervisor safai: you do have some -- what's the total amount of that? >> total amount on that is -- [ indiscernible ] >> supervisor safai: i meant total numb. numbers. is that under other revenues? >> it's 1.8. >> supervisor safai: all right, thank you. >> supervisor ronen: president walton? >> president walton: thank you. thank you so much public

defender. you said you had no attorney vacancies, 14 vacancies. you don't need more attorneys? >> we do need more attorneys. >> president walton: you didn't request it? >> we did. >> president walton: it seem like all the vacancies, the 14 positions -- [ indiscernible ] did i read that wrong? >> positions that have not been filled are those. any attorney positions that we have we filled. we request more attorney positions. we haven't received those yet. >> president walton: got it. thank you. >> supervisor ronen: i wanted to repeat a point that you made that that really struck me. that the proposed increase in the police budget this year alone is more than your entire budget.

that's powerful. i can't believe what you all do on such a small budget. it's extraordinary. i have to illustrate a point about the importance of your office with a little story. we had an individual who's -- i don't know what's going on -- i don't know if he had a personality disorder, he was eterrorrizing the neighborhood with violent threats. it was really big deal. we worked very closely with the police. who are great. really trying to help. weren't able to do anything about it. we asked the district attorney to bring several cases, brought

several cases and the court wouldn't -- whatever happened there, didn't change any condition. it wasn't until he started working with him with the pretrial unit, your deputy public defender got on to the case and began working with him. completely changed his entire way of being. the neighborhood is fine now. he's no longer terrorizing the neighborhood. the only people that were able to change and make a dent in his behavior were pretrial unit. what is it called? >> pretrial. >> and the public defender's

office. i think that's a really important point. we really tried everyone. we went to the police. we went to the d.a. we went department of public health involved. they could not move the needle until your office and pretrial diversion got involved. i think people don't understand that. they don't understand that your office isn't just about defending people, which is so important. we need everyone deserves the best defense possible. you have to solve problems in community by dealing with the root causes of what's causing that behavior and that individual that's chaotic and causing disruption.

it wasn't until this situation that i really understood that. thank you for all your great work. we'll see you next week. take care. next we have the district attorney's office.

>> may we have our assistant on line to get access to the powerpoint. chairperson ronen, president walton, thank you for having us today. i am the chief assistant district attorney for the san francisco district attorney's office. i'm joined by our assistant chief of finance and administration. we will be renting the district attorney office this afternoon. i want to thank our finance team as well as the b.l.a.s working with us to work on the proposed budget.

we are in a period of transition. i believe and hope that our core functions will continue to be pursue justice for victims, public safety for the community, prosecuting criminal cases with integrity, achieve accountability and a fair, equitable and socially responsible manner. first slide presents a high level overview of how our budget funds are allocated. approximately 90% of the budget is attributed to salary, fringe benefits and services that keep our operations running. i want to emphasize that our

budget that we're parenning par- presenting today only preserves the status quo. this slide represents the change in budget from the fiscal year 21-22 to 22-23. you can see, 4.1% increase, a difference of 3.62 full-time employees. that really represents an annualization of the employees that were hired in 2021 to 2022 as .77 f.t.e. converted to a 1.0 f.t.e. the following budget year from 2022 to 2023 reflects virtually to change. also, attributed to salary

changes. this slide represents the change in budget. our judgment to budget. you can see from the slide, the vast majority goes to the salary changes over the next two years as well as non-personnel services. lot of it goes to the shuttle that provides the transportation of our office staff from the office to the courthouse. staffing and vacancies, for the next few slides, hopefully it addresses the questions presented by the death. -- by thecommittee. office about 130 attorneys, we review about 10,000 to 15,000 investigations a year. we file about 6000 cases a year. we have about on average, 6000 active cases, about 60%

felonies, 40% misdemeanors. we also have some recent new laws that mandate us to review and reopen hundreds of closed conviction proceedings and engage in additional litigation. we have a approximately 30 victim advocates that serve and support 8000 victims annually. we only have 35 investigators that investigate cases for the entire office, serves subpoenas for thousands of cases and provides security for the entire offices and witnesses. support staff has a ratio approximately one paralegal to five or six attorneys. we are struggling to recover from the impact of the covid pandemic as many other agencies are. our operations do not afford a lot of remote work, given the day-to-day courtroom responsibilities. in the years pre-covid, we would present approximately 200 to 250

jury trials reliant on a number of different services. over the past two years, with lockdowns, covid infections and quarantines that have affected everybody involved including courtroom, staff, judge, attorneys, jurors. it caused numerous delays and mistrials. everyone here is aware it creates hundreds of cases. we are struggling daily ecovid notifications. during covid, we switched over from antiquated paper-base systems to electronic paperless systems. these systems were repurposed overnight and were not originally designed for these operations. it can be slow and cumbersome to operate. we don't have enough staff. we don't provide overtime to

attorney. which means staffing shortages are picked up by late night, weekends and holidays. that provides the context for our staffing vacancy issue. we currently have 14 vacant position as of june. staffing vacancies don't fluctuate that much for the past four years. this slide demonstrate 14 vacant positions. you can see in the black font when the day became open, we had three attorney position and one victim advocate position that is currently being fill the with

offers already. the green represents very recent vacancy. you can see most of those vacancies occur march or more recent. our vacancies are filled very quickly, most of our attorney positions are exempt positions. that allows us to move quickly. we have that need. the last two positions in red, one of which is the manager. we expect that. that will be somebody that the new district attorney will recruit. the other position in i.t. is specifically to assist with trials. because trial have been moving slowly throughout this pandemic, we have been able to hold off on that position for budget savings. next slide. this represents the difference between the budget attrition rates and the actual attrition

rate. as i mentioned, in previous years, we have kept that difference pretty close in 2021, 2022, we gone to 14% for lot of turnover. i don't think that's any secret. the questions were posed to the question by this committee, how do vacancy affect your department. it created a continuous recruitment cycle. we have a huge locked in knowledge base. we constantly have to train up folks on all of the systems that we operate on, all the electronic systems, case management systems, data entry. this creates a huge burden on our existing staff. it caused lot of burnout. this has created lot of challenges, managing long-term collaborations with other agencies, particularly

investigations. all of those issue have created some significant issues on our cases. why our positions still vacant and what are the internal and external obstacles. as i mentioned, we are committed to trying to fill all these positions as quickly as we can. the staffing that we lose, we have to fill immediately. it's critical to our operations. the department remains committed to filling positions even during this transition period. of course, the challenge is that we have are with the leadership transition that leads to job uncertainty. creates a huge challenge for recruiting talent. we have neighboring counties the compensation packages are more attractive. that along with the uncertainty

of employment or uncertainty of leadership in this office, creates a huge challenge for us to recruit well-qualified candidates. we have some very specialized units and specialized positions that we need to fill. that require a little bit more time to identify specialized candidates in the areas like environmental prosecutions and consumer protection. our plan is over the next two years, to continue to fill as quickly as we can. we will advise for recruitments. we'll draw upon allful our personal relationships with neighboring counties and former employees to increase that recruitment. the final slide is in response to this committee's request to

see our organizational charts, which will be displayed in the next several slides. i apologize if they are extremely granular. we wanted to be as transparent as possible in terms of how our organization is structured. first slide represents a direct report organizational chart to the district attorney. on the upper right-hand corner, you'll see is the legend that tallies up the staffing in each of these agents as well as the job code. the next slide represents the direct report through our current chief of staff, it includes a few divisions includes ethics, diversity, equity inclusion unit,

communications, divisions, community engagement, policy and grants. this slide is the largest division of the office with 105 attorneys. it represents the core operations of our office. that is criminal prosecutions. this slide represents the structure of our programs and initiatives, which is a division that reports directly to the district attorney. it includes our juvenile division as well. this is our burrough of investigation and chain of command in bureau of investigation. i believe the next slide is the last slide. this is our support services organizational chart. it is headed by chief of finance

and administration. i want to thank you for this opportunity. i will open up for any questions. >> supervisor ronen: thank you so much for presenting. i have a bunch of questions, i don't know if colleagues have anything? >> supervisor chan: i don't have any comment, i want to thank you, both of you for being here in the chamber. good to see my former colleagues being in here. really thank you for your service, especially during this time for the district attorney's office, going through lot of tricks. --transition. thank you for your work. >> supervisor ronen: i want to talk about the victim services work of your department given that the voters passed prop d.

do you feel like this work is now going to be redundant now we're going to create a whole new office to do the same work as your office? >> i'm hoping that it will be supplemental. we have more work than our staff can handle. we're struggling to meet all of the demands. with the work that we do through our victim services, some of the funds that we're able to process through the state and channel them to victim and victim support, some of that is mandated through the city administrative code. it's work that will need to define as opposed what the division will do. i'm hoping we'll be able to work collaboratively to figure tout what those roles and responsibilities are so it's not

redundant. >> supervisor ronen: maybe i can ask the mayor budget director, is there a plan for the mayor to fulfill the will of the voters and start this victim and witness rights department in the city? >> this measure passed after the mayor submitted her budget. there's nothing in this proposed budget related to this office. we'll certainly look to the measure to understand what is required for implementation. there's nothing in the proposed budget for this particular office. >> supervisor ronen: okay. i imagine once that office gets up and running, there's going to be lot of overlap and we're going to have to deal with redundancies. obviously it's really important area of work. in the meantime, i do want the budget and legislative analyst no look at vacancies in this

department. i don't think we should be doubling this work. we need to be lean and mean. we'll have to deal with the budget of the new department when it comes up. i imagine lot of the employees from the district attorneys office will move over to this new department. i want to look closely at any vacancies in that department. thank you. how is it that -- after the mayor submit this budget, obviously major change happened in the department with the recall. you know, there was much ado about i don't think anything

huge about the number of firings and turnover when our current district attorney took office. i can only imagine that's going to happen again and could it happen twice. because there's a new election for district attorney coming up. i imagine attrition is going to being huge in the district attorney office. i wonder what attrition is. we need to take them way up this year. i imagine the amount of turnover is going to be substantial. >> we've only looked at the attrition rate and snapshot in time. i don't think we calculated it out for the entire year. >> thank you for that question. i'm the assistant chief of finance administration for the d.a.'s office.

we trying to hang on to all the existing staff. it could be expected. we are able to fill our vacancies fairly quickly because of our assistant district attorney position are exempt. we have no shortage of interested qualified candidates. our hiring cycle maybe three months. the attrition rate that you see that has been higher in the last year than in past is because of the turnover. the vacancies are not long in duration. unfortunately, they've been frequent. we fill it and because of the high burnout that marshall was alluding to. when one experienced prosecutor leaves, the others get their cases. with the backlog due to the pandemic, they have to be trial ready on so many more cases and that can lead to burnout.

>> supervisor ronen: in the past the attrition rate that you accounted for much higher? >> i think it's been lower. we have a fairly low attrition rate. it's been stable. prior to this recent administration. >> supervisor ronen: i'm talking about the budgeted attrition rate. >> i can look back in years past and get that information to you. >> supervisor ronen: that will be great. >> i do agree with your assessment. this going to be a different year regardless. >> supervisor ronen: thank you. the non-personnel costs in your budget, i know that the number, because of covid and because of the conversations we had earlier

today with the superior court. they were not very helpful in keeping courtrooms open to make sure that defendants have their due process right to a speedy trial, actually upheld. i want to spend my thanks to district attorney for all of this advocacy to get those courtrooms open again. i'm imagining lot of your expenses for travel and other things went quite down. is the budgeted amount in your department right now based on today's reality with the number of trials and the situation with covid, or pre-covid number?

>> that's, actually, you're on point with that. that's something we've been discussing with the budget analyst. although, courtrooms are open again, they are proceeding more slowly because we're still in the pandemic. we are in discussion in agreement with the budget analyst on lowering some of the non-employee travel costs, which is for the -- survivors and witnesses travel to testify. >> supervisor ronen: that is all my questions. we will see you next week. thank you so much for coming. next we will have the sheriff's department. >> can we give access to --

[ indiscernible ] >> good afternoon, can you hear me? >> supervisor ronen: yes, we can. thank you. >> just checking. good afternoon. i apologize not being able to appear in person. i'm remote as much as we have enjoyed coming out of covid challenges and protocols, been able to meet in person, unfortunately, i wasn't able to arrange for being there in person. i will be able to present over our teams meeting here. i hop that as we move forward with our presentation, i can't quite see if anybody has

questions. please speak up and interrupt if you have questions. for our budget presentation, i wanted to make sure that we emphasize for this upcoming fiscal cycle, our roles revolve around two areas. one is personnel and our staffing shortages that we experienced over the last few years. we have an emphasis in this budget and goal to reduce our overtime to 10% of our total work hours. we're replacing those overtime hours with full-time hour. it's directly related to make sure that we increase our hires. make sure that we have a very robust recruitment and retention and training cycle coming up here in the fiscal year, closing our gaps in the training requirements, making sure that

while we are focused on these things as a priority, not losing sight of our other budget goals which continue to be supporting criminal justice and financial justice reforms. also more importantly, making sure that we stay on track with maintaining level of transparency and integration with our departments. there's a lot of things we hope moving forward will be funded and will support our movement to modernize some of our data systems. this is a reference to some of those criminal justice reforms that i mentioned. we are still moving forward with our free phone calls for the incarcerated and for justice involved that are in custody. we have still in support of our commissary, as well as one of my

pet projects, which has been to provide devices for everyone that is involved with our system, so they'll have expanded access to our services, connectivity and communication with love ones. all the different things that all of us in the public have been used to with electronic devices. working towards getting that implemented this year and support for that, funding for this pilot is included in our budget. we're working towards continuing to support our efforts in incarceration. in fiscal year '17, 65% of justice involved were custody. now 2022, 65% of justice involved was out of custody. we want to make sure we maintain level of support to ensure that everyone remain safe and we have

successful outcomes with this process. i mentioned earlier, in regards to our data, our updates to our data and case management system, which is referenced here in this slide, this is in regards to not being able to provide information and data more readily and easily for the public and for those who ask for it but also to make sure that we have data integration for it court and public defender and other justice partners in the system. again, this is something that we've been doing for a number of years now. most of are you familiar with that. we worked with -- [ indiscernible ] this is still something that we're working towards. next slide. moving into our staffing and focus and the priority for us

moving into this next budget cycle. right now we have over 176 sworn positions open as of may this year. since 2020 july, 150 of those new worn vacancies are attributed to that time period. normally we have annual sworn separation rate about 35. i believe this year or the past year, we have 41. one of the questions i asked, in regards to what our attrition rate look like over the past three years. i believe the next slide has that. part of the challenges that we face as a result of these vacancies, have been that our overtime now is 25% of our total work hours.

we hope to be at level where it's only about 10% of our total work hours are overtime related. 25% over the long-term is operationally unsustainable. it's extremely challenging for us to operate on overtime for a long-term of time. we worked with the city and mayor office in putting people in place to help fill these gaps. we are going to be very aggressive in our upcoming budget to get some hiring done at the front end. one of the challenges that we face is we have a very long onboarding process. we have six months from position request from putting them on payroll. then we have nine months of additional time for training. which basically, through backgrounds to academy training to jail-based core training,

adds up overtime. as you all know, we have m.o.u.s, which we tray to meet. which we call our minimums. which in the following slide, i will be referencing as we discuss this afternoon. this is our hiring, not keeping pace with our attrition and separations. you can see, this goes back not just three years but the three years prior. we stayed ahead in terms of hiring. however, in the past three years, we've fallen behind. you can see little bottoming out in 2021 and 2022, around that time period, we had challenges with people on leave and also a pause in the hiring it processes as we went through the analysis

and examination of our equitable hiring practices through the civil service process. next slide. in regards to what we would like to see happen moving forward, this is a snapshot what our hiring plan is for the upcoming budget cycles. as i mentioned earlier, we hope to hire 75 total staff members at the beginning of this fiscal cycle. we're looking at filling academy classes in cycles of 20. if you look to the right, our academy classes we hope to start during those timelines, with 20 people each. we also have lateral or academy-trained hire. we hope to hire an additional 15 as well for a total tv 75.

timeline for our academy train hires are different. they don't have to go to the academy. we can put them in one-on-one training. this is our organizational chart. i want to mention before i go into those slides, at the very end of our presentation, we have an appendix as well. the slide decks will go into more detail. chair ronen mentioned she wanted to know where all the vacancies were by unit and location. we have four divisions in our department. the further breakdown is in the appendix slide. which we can still review. she's organizational charts cover the bigger picture higher operations.

as largest number of staff members, authorized total 491 sworn there. actuals is 373, which is 76% ratio. for field operations, lot of our courts, obligations with d.p.h. and our law enforcement services for government buildings, are in our division. we have authorized number 268.

i will end by saying, we have project and planning division. that only means we have one extra person there at this time. for community access, another component of the the requested information for this year's presentation, i wanted to highlight that don't just have a presence on social media, we don't just have a newsletter issue out, we don't just have the traditional things like press releases when there are incidents or occurrences that warrants the release of

information. we have a workforce that is reflective of our community. our numbers are numbers for our workforce, something that we're proud of in terms of being able to show that. we actually are the city that we work for. in the next slide, you can see that we also are working towards making sure that we have accessibility to our staff and members.

that covers the presentation portion. i did reference, though, our appendix. i want to mention that you're aware that we have information for you here that breaks down our staffing levels by division further. i don't know how much chair ronen wanted me to go in detail on this. the information is there. >> supervisor ronen: thank you so much. are you done with the presentation? >> absolutely. more than happy to answer any questions.

>> supervisor ronen: thank you so much. thanks for giving me everything i was asking for. i appreciate it. colleague, any questions? >> president walton: thank you chair ronen. just couple of questions. one, i believe cameo house was cut from your budget? >> that's correct. it was in our budget last year as an add-back. it was not included in our presentation budget. we were hoping to have that as an addback this year. >> president walton: what was the plan to rehouse owl these --rehouse all these women and children? >> we were approached to help and assist and continuing the good services that cameo house provide. it is something that we work with in our other area of service. the specific population in regards to women with children

who need services or formally incarcerated, it was important for us to be part of that process as well. i'm hopeful we'll be able to ask for that. >> president walton: definitely hopeful we can work something out. be able to provide service for the population that needs this. then, is there expansion of county jail 6? >> there's no expansion of county jail 6. we had in our original budget presentation, a reference to what we call county jail 3 annex. it is connected. during covid we had to open up a dorm there. if there's another -- through our experience and with covid,

we developed plans where we are ensuring that we're preparedded. part of that number that you seen will be the preparation for opening that. it wasn't meant to be an opening of a housing facility or anything else. >> president walton: in other words, if there were conversations about putting that on reserve, we may not have a purpose for it. that sounds like something you be amendable to? >> yes, absolutely. >> supervisor ronen: thank you. supervisor safai? >> supervisor safai: this transitional housing for formally incarcerated women and families is extremely important. i understand we did it as an addback. can we have little history from

the controller. >> my understanding is that this one particular program had previously been funded through adult probation. a different provider was selected. last year the board included one time addback for this program in fiscal '22. funding for this program was not continuing in the budget for fiscal '23 >> supervisor safai: i think we did the one time with the hope that it would work with the mayor's office to find a way to keep that going. looks like the controller has something he wants to add.

>> good afternoon. i will note that this is a fundamental challenge that during the addback process. we do encourage the board when you're crafting the final package for the budget, continue to fund it in both years. if not it does set the issues up year after year. >> supervisor safai: i understand, sometimes there's conversations around -- i think in this instance, if i'm not mistaken, you all know how much i enjoy working with dell probation. this is something we found out about the last minute. we also very limited funds that we're working with. that's how it more evenly went

down. i think that -- i know the sheriff -- you still there? >> yes, i am. >> supervisor safai: where were any conversations about finding way to absorb this in your current budget? >> yes. absolutely. as i mentioned earlier, we'd be happy to have it included in our budget on a more permanent basis. we did have discussion. it was mentioned to us as controller mentioned to see if we can get this funded for the two years for both years of the cycle. >> supervisor safai: what i was hoping, b.l.a. is here, we're looking at all different ways in which your department opened

positions or there's additional funding. may be we can work with the b.l.a. and the mayor's office to potentially find a way to find a more long-term solution for this particular situation. >> supervisor ronen: i want to say, since we were presented with the mayor's budget, we've made it crystal-clear to the mayor's office this this was not an acceptable cut. we asked the mayor to fund it and explained it. i just learned that the department on the city of san status ofwomen, this is touchin. you got sheriff's department telling you this is a critical program. you got the adult probation department telling you this is a critical program. you got your department on status of women they started a project there. you got the board of supervisors telling you that this is a priority. why didn't you fund this

project? we've been asking for technical adjustments and we still haven't seen it. i'm asking the budget director. i have brought up cameo house to you since the mayor's budget went down asking for help and resolution. this was the wrong decision. it's a $700,000 ask. we need it to be baselined in the mayor's budget. >> thank you. we are actively prepping and putting together several technical adjustments. we have not moved any yet or made decisions everything that's in or not in. we'll have this be part of the conversation over the next week and a half. >> supervisor ronen: thank you.

fantastic. thank you mr. sheriff. i wanted to appreciate you and your department for working with us and stretching yourselves even thinner in order to reopen the courts for out of custody criminal cases in the civil courthouse. your staff was amazing. i know that took a lot, because you are understaffed. i wanted to recognize the work that you did. so thank you. >> thank you, chair. thank you committee members. >> supervisor ronen: see you next week. last but not least, the fire department. chief nicholson. [ laughter ] one moment. you have a piece of legislation

that goes with your budget. the clerk is going to call it out. call item 4. >> clerk: an ordinance amending administrative code to appointment three rather than two deputy chiefs. one of the deputy chief being emergency medical service and member of the department. >> supervisor ronen: chief, you can start with your budget and we'll get to the legislation. don't let me forget. >> thank you. i am your fire chief. mark, do you need access to be able to put this up? >> it should be up. there's a delay. >> let go to the next slide please. because it is friday afternoon.

we are best for last. our budget, as you can see, the general fund operating has increased over this past year. that is some structural foundation issues that ashley is much better than explaining than i am. we'll get to that. annual projects are p.p.e. and uniforms. it's going up because we're hiring. we're adding more folks. continuing projects look like some of our capital projects. it went down this year because last year, we had in it the piece of pork property that we are purchasing for part of the training center. that's the discrepancy there. our work order funds are things like the work with the port, our fire boat, some of the prop c

initiatives that we have, i.t. staff and the like. then the airport fund are all hazards department. we run are the airport department down there as well. we are basically continuing the initiative from fiscal year 21-22, including the community paramedicine initiative ramp up, street crises, street wellness, street overdose. we are converting two emergency medical dispatches next week. we will take in more of the police calls. we are also, you gave us 10 ems people in last year's budge for the ambulance. mid-year you gave us 50 more. thank you so much. we are continuing to hire and --

we have a class in there right now for ems. here we get to some of our structural fixes. we've seen personnel costs increases through the m.o.u. with wage increases and fringe benefits stuff that has actually, ashley, take from here. you're going to explain this so much better than i am sister. >> thank you, chief. [ laughter ] >> just the structural. >> we made an adjustment to the fire department base budget at the beginning of this process to more accurately reflect spending on premiums and other costs that were paid out of the city's annual salary and benefit reserve. rather than have that situation where they were relying so heavily on that reserve, we operationalize that by putting that money in their base budget. that's why you see a dramatic

increase compared to last year. >> all right. let go with our next slide. i'm going to invite captain anderson up to talk burr a diversity, -- to talk about our diversity, equity and inclusion. this is part of our succession planning. >> good afternoon. i'm serving as the captain in the office of diversity, equity and inclusion. thank you very much for having us here tonight. some of the things that we've been working on in our dei, we hired all assistant deputy chief

of d.e.i. we have an executive officer that's working with the office. we have a lieutenant position within the office. couple of civilian positions of data analyst, grant writer. the funding to support our action plan which we use member who are currently working in the department to pay them to help them work on our plan. to show for it, we have the city emt program that started couple of years ago. to date, this program through the help of the office of economic workforce development, we were able to put couple of cohorts through, to train them as em ts. we've hired 15 interns who working on the ambulance. through that, we've hired them full-time three positions. many of those positions who weren't already hired with us, are actually working on the

ambulance with another agency. at some point, they'll have the opportunity to apply with us. if that's something they would like to do. we also have a cohort that's going to be graduating thursday of next week. the next cohort, cohort 4 will be starting pretty soon some time in july. we created an outreach recruitment development strategy. to expand on just recruitment, we're trying to identify the candidates that we have at the very beginning stages of applying to our department, making sure they have support through the entire process, so they are viable candidates by the time we hire them. we're working department of human resources to change our testing process to make sure that it's more equitable and more inclusive to all candidates that want to apply. we are currently working on a pre-academy structure.

for h2 firefighter academy, we set up a day where we bring all the candidates before the actual academy starts just to make sure everyone is getting the same information to clear up any confusion so they can hit the ground running on day one of our recruit academy. we have one scheduled for tomorrow for the 130th class that will be starting pretty soon. we're working directly with our division of training to provide oversight for candidates. the reason why we're doing that is that we're trying to identify any areas in where we can do a better job of providing that equity and making sure that those candidates have every opportunity to pass through our academy. if there's any gaps, we want to make sure we fill those gaps. so every candidate has a chance of success. we're also working on developing new relationships with city departments, we have sfgov tv

that's been great helping produce recruitment videos. we're also working with other groups within the fire department. they've been doing lot of work with recruitment anyway. what we're trying to do is make sure that they have the most accurate and pertinent information. it is correct. we're also working with non-governmental organizations that are in the community that's doing lot of this work. they have direct access to candidates that we want to hire. making sure they have whatever support they need to be able to develop their candidates so that we can actually hire them within the fire department. list few success centers.

lot of work and it's going to continue. it's going to grow over the next couple of months. >> thank you very much captain anderson. let go to the next slide. which is our organizational chart. we can speak more about that if you like to. let me get to the vacancies. obviously covid-19 has impacted everyone, including the fire department. we were unable to hire for a while. we lost over 200 uniform members. as of about a year ago, we've only been able to hire 23 people. since then we had two more classes graduate. we've brought in 105 new firefighter recruits. as you know, we are staffing up

with 60 more members in ems. covid had an impact on our staffing because of that as well as because of leave and the like. in this year's budget, we are looking to have two new firefighter academies in each of the fiscal years.

i want to say happy juneteenth. i can only imagine how tired you are. we're happy to take any questions. thank you so much. here's to the weekend. >> supervisor ronen: supervisor chan. >> supervisor chan: chief, i have one question. thank you for your team, thank you for your service. i have one simple question. previously, we have dedicated deputy chief position with sfpuc to oversee the implementation emergency fire fighting water system. i know that now that position is

vacant. i want to make sure that it is still remain within the department. as a vacant position and you're planning to hiring for that position soon. >> we are going to be hiring that particular rank. right now, we are completing all the p.u.c. work. we're making sure we are in balance with the m.o.u. yes. >> supervisor mar: i had couple of questions as well. more about the new positions and the budget. looks like there's an increase of 125 positions from fiscal year '22 to '23 and another 32 the second year. does that include the 50 years of 60 new e.m.t. positions?

>> yes. some of the folk that we just hired for the last two academies. >> supervisor mar: where is the department at in terms of filling the 60 new h3emt positions? >> we have been running consecutive ems academies. we're close, we're very close. we've been hiring -- it's been constant over at our training department. i can get that for you, though. >> supervisor mar: sound like you really haven't faced recruitment problem for those positions. >> no. we do not have the same problems that p.d. or sheriff have at this time. knock on wood. >> supervisor mar: good to hear. thank you, chief. >> thank you.

>> supervisor ronen: supervisor safai. >> supervisor safai: thank you. it's been a long couple of days. thank you, chief. thank you for the great presentation. thank you for the hard work. i know that you had so many different initiatives. i really appreciate the work you and your team and the fire department have done along with paramedics. i know that has been a big bonus. i want to appreciate all the hard work that you all have put in. first and foremost, secondly i wanted to ask about, i know we had conversations. i saw crystal, i want to give you guys opportunity to talk about the mental health network and the stress unit and what that means to your department but overall department of first responders in the city. >> thank you vice chair safai. thank you for your support of

those positions. i will turn this over to mark corso. >> good afternoon. i'm the finance of the fire department. mental health insurance project has been going on for quite a while. it's been extreme importance. before i get into it, i want to thank h.s.h. and all the work that they've done both during covid, pre-covid when we started working with them. the idea was not only support the fire department but all the public safety. we recognize it's a huge need. we want to thank all the city agencies for their cooperation. we've been working on expanding employee assistance program resources for city employee, specifically public safety and h.s.h. has conducted a contract process to get a comprehensive

agreement in place that will provide much needed. we are very grateful for their work. we're very supportive of this project moving forward. >> supervisor mar: i want to thank local 798 that brought to taur attention, the work that highlighting the need and the work to be done to help with the mental stresses. it increased over the last couple of years. sounds like that is going to be funded and absorbed in your department? >> correct. we sorted that out. >> supervisor mar: i know we were looking for the opportunity for some additional positions. am i correct? you need position authority in your budget to have the ability to have additional staff there? >> correct. we were looking for assistance

with our behavioral health peer support unit. we have two members that support that department. unfortunately, obviously with two forecasts -- folks, we have limited bandwidth. >> supervisor mar: additional captain? >> correct. >> supervisor mar: is there anything that we need to work on with the controller or mayor budget director now in between now and next week? are you all already working that out? >> we will be coordinating with them over the next week. >> supervisor mar: great. thank you so much. appreciate that. that's it. thank you. >> supervisor ronen: thank you. president walton? >> president walton: i really wanted to say i'm glad to hear that things will work out for mental health support. we all know it's important.

our firefighters are doing a tremendous job in the community. i want to make sure folks are able to receive the services and support that they need. obviously, as they do day-to-day job. thank you so much. >> thank you. >> supervisor ronen: i will end this meeting today by giving you my appreciation and thanks. goes to you chief, you are an extraordinary leader. i hate when you're constantly making references to your time coming to a close and not so distant future, gives me stomach ache. >> it's already. calm down. i'm not going anywhere right now. we're good. >> supervisor ronen: she's just preparing us for retirement. it scares me and my stomach gets in knots. >> we have really wonderful

succession planning. you can see captain anderson and many others that we are working with in our diversity, equity inclusion to bring everybody forward. >> supervisor ronen: good leader prepares for her exit and you're an amazing leader. thank you. i also, i wanted to thank deputy chief simon payne who i worked with a lot on implementation of mental health s.f. and on all of the alternatives to police response to people in mental health crises. you are incredible and you have taught me so much. i'm just really looking forward to that work, continuing to grow, really divert a substantial number of calls from police and really find the long-term solutions for people that really need them. thank you so much for all your

work. we appreciate you all. have a wonderful weekend. we'll see you next week. >> thank you so much. one bit of good news. we've been working with the b.l.a. i'm confident we're going to be good. all right sister. we don't have to go last. [ laughter ] >> supervisor ronen: good way to end the day. >> thank you so much. happy juneteenth. >> clerk: we still have item 4. >> i can do another good-bye. we're good. >> supervisor ronen: do you want to present? >> clerk: i already read the item. >> this is our deputy chief position. just little history, i know i won't keep you long, in 1997,

d.p.h. personalled into the fire department. there was not a lot of infrastructure brought over with them. since then, they no longer work in the fire station. they work out of a facility where they are deployed out of 10 and 12 hour shifts, much more humane for everyone. with that, i think the 10 and 12-hour shifts are really working out well. what we seen, we seen 50% in staffing in ems over the past two years. right now, our department, 80% of our calls are medical in nature. what we have in place, what we had in place for decades is the deputy chief of operations and deputy chief of administration. that operation chief oversees

suppression. they also oversee ems. even though ems is incredibly specialized and needs to report to me because of the importance of that section of our department. that's what this is about in terms of -- we're absorbing the cost. we needed to change the language and we worked with the city attorney to do that. that is what you have before you. you all can see the challenges on the street. that's what that is. happy to take any questions. >> supervisor ronen: that makes all the sense in the world. so much that i'm going to ask to co-sponsor this item if i can. colleague, any questions? can we please open this item up for public comment? >> clerk: members of the public who are in the room who like to speak can line up to speak at

this time. for those listening remotely call (415)655-0001. meeting i.d. is 2494 317 6708 # #. once connected press star 3. for those already in the queue, please wait until the system indicate you have been unmuted, that will be your cue to begin. there's nobody in the room at this time. we have one member of the public for public comment. first caller please. >> caller: great. it is david pilpel. i support the ordinance as drafted as you heard, most fire calls are ems events. this would elevate the ems chief to deputy chief. if this doesn't work as intended, it can be changed later if the city is investing in ems compliance, this seems entirely reasonable in the fire department on the operation side. i hope there's not lot of discussion about this.

i hope there's support for it. i hope we don't dwell on a single position longer term. there should be conversation about whether we're continuing to hire h2, h3 and h4s because of the substantial increase in ems needs and specialization that was discussed. again, i support the ordinance as drafted. thank you. >> supervisor ronen: thank you. >> clerk: there are no additional callers on the line. >> supervisor ronen: public comment is now closed. i like to make a motion to send this item to the full board on july 12th with positive recommendation. >> clerk: on the motion to recommend to july 12th. actually, was there a second? >> supervisor ronen: there was, president walton. >> clerk: thank you, my

apologies. [roll call vote] the motion passes without objection. we still need a motion on 1 and 2. >> supervisor ronen: that motion passes unanimously. thank you. have a great weekend everyone. mr. clerk, i would now like to make a motion to continue items it 1 and 2 to the june 22nd budget and appropriations committee meeting. seconded by president walton. can you open up for public comment only on the continuance. >> clerk: on the public comment for the motion to continue, there are no members in the room present. if you are on the phone, you can call (415)655-0001 meeting i.d.

2494 317 6708 # # when the system indicate you have been unmuted you may begin. we have one caller. first caller. >> caller: david pilpel again. on the public safety departments generally and particularly police and fire. i support civilization where appropriate for staff. i think it's important that people have training that's appropriate to the work that they need to do. so folks in the field, folks in the street need to have that kind of training. people who are taking reports and managing inventory and support service functions and things that don't require the same level of training in my opinion, should be civilianized to the extent possible. i hope this budget continues to move in that direction as well

as address the real needs on the street of people both housed and unhoused and differently housed. i support the motion to continue. have a great long weekend. more fun next week. >> supervisor ronen: thank you, you too. >> clerk: double checking to see if there's additional callers. that was our last public commenter. >> supervisor ronen: public comment is now closed. is there any -- wait, can we have a roll call? >> clerk: yes on that motion. [roll call vote] the motion to continue passes without objection. >> supervisor ronen: passes unanimously. is there any other items? >> clerk: that completes today's

agenda. >> supervisor ronen: the meeting is adjourned. dev mission's goal is aiming to train young adults, youth so we can be a wealth and disparity in underserved communities like where we are

today. my name is leo sosa. i'm the founder and executive director for devmission. we're sitting inside a computer lab where residents come and get support when they give help about how to set up an e-mail account. how to order prescriptions online. create a résumé. we are also now paying attention to provide tech support. we have collaborated with the san francisco mayor's office and the department of technology to implement a broad band network for the residents here so they can have free internet access. we have partnered with community technology networks to provide computer classes to the seniors and the residents. so this computer lab becomes a hub for the community to learn

how to use technology, but that's the parents and the adults. we have been able to identify what we call a stem date. the acronym is science technology engineering and math. kids should be exposed no matter what type of background or ethnicity or income status. that's where we actually create magic. >> something that the kids are really excited about is science and so the way that we execute that is through making slime. and as fun as it is, it's still a chemical reaction and you start to understand that with the materials that you need to make the slime. >> they love adding their little twists to everything. it's just a place for them to experiment and that's really what we want. >> i see. >> really what the excitement behind that is that you're making something. >> logs, legos, sumo box, art,

drawing, computers, mine craft, and really it's just awaking opportunity. >> keeping their attention is like one of the biggest challenges that we do have because, you know, they're kids. they always want to be doing something, be helping with something. so we just let them be themselves. we have our set of rules in place that we have that we want them to follow and live up to. and we also have our set of expectations that we want them to achieve. this is like my first year officially working with kids. and definitely i've had moments where they're not getting something. they don't really understand it and you're trying to just talk to them in a way that they can make it work teaching them in different ways how they can get the light bulb to go off and i've seen it first-hand and it makes me so happy when it does go off because it's like, wow, i helped them understand this

concept. >> i love playing games and i love having fun with my friends playing dodge ball and a lot of things that i like. it's really cool. >> they don't give you a lot of cheese to put on there, do they? you've got like a little bit left. >> we learn programming to make them work. we do computers and programming. at the bottom here, we talk to them and we press these buttons to make it go. and this is to turn it off. and this is to make it control on its own. if you press this twice, it can

do any type of tricks. like you can move it like this and it moves. it actually can go like this. >> like, wow, they're just absorbing everything. so it definitely is a wholehearted moment that i love experiencing. >> the realities right now, 5.3 latinos working in tech and about 6.7 african americans working in tech. and, of course, those tech companies are funders. so i continue to work really hard with them to close that gap and work with the san francisco unified school district so juniors and seniors come to our program, so kids come to our stem hub and be exposed to all those things. it's a big challenge. >> we have a couple of other providers here on site, but we've all just been trying to

work together and let the kids move around from each department. some kids are comfortable with their admission, but if they want to jump in with city of dreams or hunter's point, we just try to collaborate to provide the best opportunity in the community. >> devmission has provided services on westbrook. they teach you how to code. how to build their own mini robot to providing access for the youth to partnerships with adobe and sony and google and twitter. and so devmission has definitely brought access for our families to resources that our residents may or may not have been able to access in the past. >> the san francisco house and development corporation gave us the grant to implement this program. it hasn't been easy, but we have been able to see now some of the success stories of some

of those kids that have been able to take the opportunity and continue to grow within their education and eventually become a very successful citizen. >> so the computer lab, they're doing the backpacks. i don't know if you're going to be able to do the class. you still want to try? . yeah. go for it. >> we have a young man by the name of ivan mello. he came here two and a half years ago to be part of our digital arts music lab. graduating with natural, fruity loops, rhymes. all of our music lyrics are clean. he came as an intern, and now he's running the program. that just tells you, we are only creating opportunities and there's a young man by the name of eduardo ramirez.

he tells the barber, what's that flyer? and he says it's a program that teaches you computers and art. and i still remember the day he walked in there with a baseball cap, full of tattoos. nice clean hair cut. i want to learn how to use computers. graduated from the program and he wanted to work in i.t.. well, eduardo is a dreamer. right. so trying to find him a job in the tech industry was very challenging, but that didn't stop him. through the effort of the office of economic work force and the grant i reached out to a few folks i know. post mates decided to bring him on board regardless of his legal status. he ended his internship at post mates and now is at hudacity. that is the power of what

technology does for young people that want to become part of the tech industry. what we've been doing, it's very innovative. helping kids k-12, transitional age youth, families, parents, communities, understand and to be exposed to stem subjects. imagine if that mission one day can be in every affordable housing community. the opportunities that we would create and that's what i'm trying to do with this >> when i first started painting it was difficult to get my foot in the door and contractors and mostly men would have a bad attitude towards me or not want to answer my questions or not include me and after you prove yourself, which i have done, i don't face that obstacle as much anymore. ♪♪♪

my name is nita riccardi, i'm a painter for the city of san francisco and i have my own business as a painting contractor since 1994 called winning colors. my mother was kind of resistant. none of my brothers were painter. i went to college to be a chiropractor and i couldn't imagine being in an office all day. i dropped out of college to become a painter. >> we have been friends for about 15-20 years. we both decided that maybe i could work for her and so she hired me as a painter. she was always very kind. i wasn't actually a painter when she hired me and that was pretty cool but gave me an opportunity to learn the trade with her company. i went on to different job

opportunities but we stayed friends. the division that i work for with san francisco was looking for a painter and so i suggested to my supervisor maybe we can give nita a shot. >> the painting i do for the city is primarily maintenance painting and i take care of anything from pipes on the roof to maintaining the walls and beautifying the bathrooms and graffiti removal. the work i do for myself is different because i'm not actually a painter. i'm a painting contractor which is a little different. during the construction boom in the late 80s i started doing new construction and then when i moved to san francisco, i went to san francisco state and became fascinated with the architecture and got my contractor's licence and started painting victorians and kind of gravitated towards them. my first project that i did was

a 92 room here in the mission. it was the first sro. i'm proud of that and it was challenging because it was occupied and i got interior and exterior and i thought it would take about six weeks to do it and it took me a whole year. >> nita makes the city more beautiful and one of the things that makes her such a great contractor, she has a magical touch around looking at a project and bringing it to its fullest fruition. sometimes her ideas to me might seem a little whacky. i might be like that is a little crazy. but if you just let her do her thing, she is going to do something incredible, something amazing and that will have a lot of pop in it. and she's really talented at that. >> ultimately it depends on what the customer wants.

sometimes they just want to be understated or blend in and other times they let me decide and then all the doors are open and they want me to create. they hire me to do something beautiful and i do. and that's when work is really fun. i get to be creative and express what i want. paint a really happy house or something elegant or dignified. >> it's really cool to watch what she does. not only that, coming up as a woman, you know what i mean, and we're going back to the 80s with it. where the world wasn't so liberal. it was tough, especially being lgbtq, right, she had a lot of friction amongst trades and a lot of people weren't nice to her, a lot of people didn't give her her due respect. and one of the things amazing about nita, she would never

quit. >> after you prove yourself, which i have done, i don't face that obstacle as much anymore. i'd like to be a mentor to other women also. i have always wanted to do that. they may not want to go to school but there's other options. there's trades. i encourage women to apply for my company, i'd be willing to train and happy to do that. there's a shortage of other women painters. for any women who want to get into a trade or painting career, just start with an apprenticeship or if you want to do your own business, you have to get involved and find a mentor and surround yourself with other people that are going to encourage you to move forward and inspire you and support you and you can't give up. >> we've had a lot of history, nita and i. we've been friends and we have been enemies and we've had

conflicts and we always gravitate towards each other with a sense of loyalty that maybe family would have. we just care about each other. >> many of the street corners in all the districts in san francisco, there will be a painting job i have completed and it will be a beautiful paint job. it will be smooth and gold leaf and just wow. and you can't put it down. when i first started, it was hard to get employees to listen to me and go along -- but now, i have a lot of respect.♪

♪ >> my name is luis granados.♪ ♪ thank you for gathering to ♪ ♪ celebrate the grand opening ♪ ♪ of casa de lancet, 2060..♪

♪ this project is another ♪ ♪ collective win affordable ♪ ♪ housing for the mission and ♪ ♪ san francisco.♪ ♪ to me this project is all ♪ ♪ about building community ♪ ♪ through advocacy, capacity ♪ ♪ building and partnership.♪ ♪ it is a combination of this ♪ ♪ housing development along ♪ ♪ with the park next to us ♪ ♪ that is making me a little ♪ ♪ bit nostalgic because the ♪ ♪ roots of this project are ♪ ♪ longhard-fought winsfor the ♪ ♪ mission .♪ ♪ by the mission .♪ ♪ for they led the effort in ♪ ♪ creating the park and then ♪ ♪ led on the affordable ♪ ♪ housingside of things .♪ ♪ for many of us back in 1999, ♪ ♪ 2000 with the creation of ♪ ♪ the mission outside♪ ♪ displacement coalition .♪

♪ which fought the first wave ♪ ♪ of displacement resulting ♪ ♪ from the tech boom.♪ ♪ at that time, those efforts ♪ ♪ included carlos romero, eric ♪ ♪ estrada, antonio diaz and ♪ ♪ ana maria loyola among ♪ ♪ others.♪ ♪ back then, i was a district ♪ ♪ 9 supervisor andwillie brown ♪ ♪ was mayor .♪ ♪ it has been that ♪ ♪ long-standing advocacy as in ♪ ♪ part led to the creation of ♪ ♪ this and othersimilar ♪ ♪ projects in our neighborhood ♪ ♪ .♪ ♪ however this project story ♪ ♪ is also very much about ♪ ♪ having the technical ♪ ♪ capacity to make thisproject ♪ ♪ and other similar projects a ♪ ♪ reality .♪ ♪ with a focus on housing ♪ ♪ latino families, providing ♪

♪ permanent space to ♪ ♪ organizations serving latino ♪ ♪ children and youth and the ♪ ♪ art which speaks to the ♪ ♪ issues of ourcommunity ♪ ♪ created by artists in our ♪ ♪ community and from our ♪ ♪ community ♪ ♪ this project verymuch feels ♪ ♪ like it belongs in the ♪ ♪ mission .♪ ♪ it is the mission .♪ ♪ it is projects like this ♪ ♪ that showcase what a ♪ ♪ difference it makes to have ♪ ♪ the technical capacity to ♪ ♪ develop affordable housing ♪ ♪ by our organizations led by ♪ ♪ people of color for people ♪ ♪ of color.♪ ♪ let me say that again♪ ♪ organizations led by people ♪ ♪ of color focused on people ♪ ♪ of color .♪ ♪ and mehta we know despite ♪ ♪ all the efforts and work ♪ ♪ this project was possible ♪ ♪ through a strong partnership♪ ♪ , in particular iwant to ♪ ♪ highlight the partnership of ♪ ♪ chinatown community ♪ ♪ development center which has ♪ ♪ been invaluable in creating ♪

♪ this project .♪ ♪ [applause] through malcolm ♪ ♪ young specifically partnered ♪ ♪ with mehta intentionally to ♪ ♪ leverage the extensive ♪ ♪ developerexperience to help ♪ ♪ mehta grow a track record as ♪ ♪ an affordable housing ♪ ♪ developer .♪ ♪ paying it forward mehta is ♪ ♪ working to help other ♪ ♪ organizations and in the ♪ ♪ country by the way to ♪ ♪ develop their own capacity ♪ ♪ and track record as ♪ ♪ up-and-comingaffordable ♪ ♪ housing developers .♪ ♪ fast forward 20 years later, ♪ ♪ given the collective ♪ ♪ advocacy efforts building ♪ ♪ meda's technical capacity ♪ ♪ and port partnerships, we ♪ ♪ now have 126 units ♪ ♪ affordable housing project ♪ ♪ with commercial space ♪ ♪ providing prominent ♪ ♪ locations to four of our ♪ ♪ long-standing many partners, ♪ ♪ sitting in front of a ♪ ♪ beautiful park.♪ ♪ [applause] this is how to ♪

♪ build a community in the♪ ♪ mission.♪ ♪ this feels like the mission ♪ ♪ .♪ ♪ so i will end my statement ♪ ♪ by sharing my gratitude to ♪ ♪ all of us who have ♪ ♪ contributed to making this ♪ ♪ project happen.♪ ♪ start with speaker pelosi, ♪ ♪ to secure a $2 million ♪ ♪ appropriation that will help ♪ ♪ out unity partners carry out ♪ ♪ their statements.♪ ♪ and there's mayor breed ♪ ♪ whose administration has ♪ ♪ been key in assuring the ♪ ♪ affordable housing in the ♪ ♪ mission insan francisco ♪ ♪ remains a top priority .♪ ♪ us that provided the ♪ ♪ financing for this project ♪ ♪ and has been a strong ♪ ♪ partner at meda for over 20 ♪ ♪ years, about 12 years ago ♪ ♪ they financed possibility ♪ ♪ when noone else would do it ♪ ♪ .♪ ♪ again see cdc for your ♪ ♪ partnership.♪

♪ i still want to thank the ♪ ♪ meda board of directors ♪ ♪ that's provided guidance and ♪ ♪ support as we became ♪ ♪ affordable housing ♪ ♪ developers over the last ♪ ♪ eight years and they trusted ♪ ♪ we would know what we were ♪ ♪ doing and we were going to ♪ ♪ take care of their ♪ ♪ organization let the tail ♪ ♪ wag the dog.♪ ♪ but i also must thank our ♪ ♪ meda staff.♪ ♪ so for me, working with them ♪ ♪ i've seen the remarkable ♪ ♪ abilityfor them to be ♪ ♪ audacious by adapting and ♪ ♪ fitting to meet the needs of ♪ ♪ our community at any moment ♪ ♪ .♪ ♪ during covid, after covid.♪ ♪ our next speaker has worked ♪ ♪ so veryhard to make this ♪ ♪ project happen .♪ ♪ you very much caroline.♪ ♪ [applause] ♪

♪ >> thank you lewis.♪ ♪ good afternoon.♪ ♪ welcome.♪ ♪ the encinitas.♪ ♪ as i look around this ♪ ♪ amazing building and i don't ♪ ♪ think i really fully ♪ ♪ conceptualized how amazing ♪ ♪ it is the way we ♪ ♪ conceptualized one word ♪ ♪ comes to mind.community.♪ ♪ the communities that brought ♪ ♪ this from a large parking ♪ ♪ lot and fought so hard to ♪ ♪ make it into affordable ♪ ♪ housing and a part.♪ ♪ our community members who ♪ ♪ nowcall the building home .♪ ♪ 126 households.♪ ♪ and the community anchors♪ ♪ that now have permanent ♪ ♪ homes in the mission .♪ ♪ we welcome all of you to ♪ ♪ your new home in the heart ♪ ♪ of themission .♪

♪ [applause] ♪ ♪ >> when we first♪ ♪ conceptualized this building ♪ ♪ as i housing opportunity♪ ♪ facing the park we were a ♪ ♪ neighborhood in transition .♪ ♪ our families were fighting ♪ ♪ for their roots in the ♪ ♪ mission .♪ ♪ wewanted 20/60 ♪ ♪ cannot just be the fight but ♪ ♪ be the future for our ♪ ♪ families .♪ ♪ from our 125+ homes we ♪ ♪ intentionally established 29 ♪ ♪ homes for transition age ♪ ♪ youth for the future of our ♪ ♪ community.♪ ♪ and an additional 89 for our ♪ ♪ families two and three ♪ ♪ bedroom homes so that they ♪ ♪ could have the space that ♪ ♪ they needed and deserved.♪ ♪ and if the pandemic has ♪ ♪ taught us anything that ♪ ♪ space isreally important.♪ ♪ housing is health .casa ♪ ♪ adelante is the future of ♪ ♪ energy.♪ ♪ as the.♪ ♪ first fossil fuel free large ♪ ♪ all electricaffordable ♪ ♪ housing building in san ♪ ♪ francisco .♪ ♪ [applause] today is the day ♪

♪ for celebration and ♪ ♪ gratitude.♪ ♪ we're celebrating obviously ♪ ♪ all of us are here to ♪ ♪ celebrate the trend of ♪ ♪ displacement for latinos in ♪ ♪ the mission♪ ♪ immigrants and ♪ ♪ community-based ♪ ♪ organizations can now say .♪ ♪ we're also offeringgratitude ♪ ♪ to our mayan elders, our ♪ ♪ community members .our ♪ ♪ residents.♪ ♪ elaine e, r deputy director ♪ ♪ of community real estate who ♪ ♪ was our team and partners ♪ ♪ from chinatown led the ♪ ♪ development of the building ♪ ♪ from our proposal that we ♪ ♪ put in front of mohcd to ♪ ♪ what you see today.♪ ♪ larkin street youth center ♪ ♪ forproviding on-site ♪ ♪ programs , our architects ♪ ♪ and why a studio.♪ ♪ our contractor robert ♪

♪ kobayashi and our funders ♪ ♪ we'll get to hear from in a ♪ ♪ bit.♪ ♪ i want to offer a tribute to ♪ ♪ the late artist yolanda ♪ ♪ lopez.♪ ♪ with herlegacy celebrated on ♪ ♪ the north wall of this ♪ ♪ policy i hope you guys get ♪ ♪ to turn around and see it on ♪ ♪ the other side.♪ ♪ it was designed by talented ♪ ♪ your list .♪ ♪ the four walls now the ♪ ♪ towering portrait of yolanda ♪ ♪ whose art focused on the ♪ ♪ experiences of mexican ♪ ♪ american and working-class ♪ ♪ women and she challenged ♪ ♪ ethnic stereotypes featuring ♪ ♪ the blackpanthers and ♪ ♪ slogans from our past social ♪ ♪ justice movement .♪ ♪ she represented our past and ♪ ♪ future.♪ ♪ this is truly been a ♪ ♪ collective achievement and ♪ ♪ meda looks forwardto ♪ ♪ continuing to build with ♪ ♪ you.♪ ♪ you .♪

♪ >> good afternoon everyone.♪ ♪ and you be okay?♪ ♪ good.♪ ♪ my name is also the ds and i ♪ ♪ am honored to be at this ♪ ♪ grand opening or casa ♪ ♪ adelante.♪ ♪ this day and this place is ♪ ♪ very special as luis ♪ ♪ mentioned we are here ♪ ♪ because of community ♪ ♪ organizing and community ♪ ♪ planning led by community ♪ ♪ members, artists, small ♪ ♪ businesses and ♪ ♪ community-based ♪ ♪ organizations in 2000.♪ ♪ over 20 years ago to make ♪ ♪ this a reality.♪ ♪ and i'm grateful to see the ♪ ♪ seeds of the vision of the ♪ ♪ people's plan.♪ ♪ meda and any other ♪ ♪ organizations organized ♪ ♪ outside the coalition.♪

♪ it's all electric 100 ♪ ♪ percent affordable housing ♪ ♪ building right next door to ♪ ♪ thisbeautiful park and ♪ ♪ guarded .♪ ♪ truly a community asset and ♪ ♪ a win environmental and ♪ ♪ climate justice and i also ♪ ♪ want to say that this is ♪ ♪ here because of a commitment ♪ ♪ to build a better ♪ ♪ neighborhood for the same ♪ ♪ neighbors.that community ♪ ♪ leaders such as our ♪ ♪ assembly.♪ ♪ maria out perez who are here ♪ ♪ today.and we honor their ♪ ♪ work and i invitethem to ♪ ♪ come up and say a few words ♪ ♪ .♪ ♪ [applause] [applause] ♪ ♪ >>.♪

♪ >>.♪ ♪ [speaking spanish] ♪ ♪ [applause] ♪ ♪ >> we are very grateful ♪ ♪ about thiscommunity and it ♪ ♪ shows that yes, we can win .♪ ♪ >>.♪ ♪ [speaking spanish] ♪ ♪ >> i've worked in the ♪ ♪ community for many years and ♪ ♪ this is one of the biggest ♪ ♪ events we've ever had.♪

♪ >>.♪ ♪ [speaking spanish] ... ♪ ♪ [speaking spanish] ♪ ♪ [applause] ♪ ♪ >> she is a very ♪ ♪ inspirational speaker so i ♪ ♪ don't know if i can catch ♪ ♪ all that but she said this ♪ ♪ isn't just going to be on we ♪ ♪ will have for this year, we ♪ ♪ willbe celebrating every ♪ ♪ year .♪ ♪ to have housing where we can ♪ ♪ live and support that we♪ ♪ continue organizing .♪ ♪ that's important for the ♪ ♪ mayor to be here not just to ♪ ♪ cut theribbon but to work ♪ ♪ with us to make things like ♪ ♪ this happen .♪ ♪ >>.♪ ♪ [speaking spanish] so thank ♪

♪ you and may you continue ♪ ♪ working hand-in-hand with ♪ ♪ all the politicians and♪ ♪ everyone else .♪ ♪ >>.♪ ♪ [speaking spanish] ♪ ♪ >>.♪ ♪ [speaking spanish] maria is ♪ ♪ very emotional about seeing ♪ ♪ this project come to life.♪ ♪ it's very moving and yes, we♪ ♪ can win .♪ ♪ [applause] so in closing i ♪ ♪ just want to offer an ♪ ♪ invitation to all the ♪

♪ partners, lenders, ♪ ♪ decision-makers that are ♪ ♪ here with us today.♪ ♪ to continue tocollaborate ♪ ♪ with us .♪ ♪ and to work and invest in ♪ ♪ community rooted solutions ♪ ♪ because as the companyarose ♪ ♪ have been saying we can win ♪ ♪ .[applause] ♪ ♪ >> good afternoon.♪ ♪ good afternoon.♪ ♪ thank you.♪ ♪ my name is michelle, i'm ♪ ♪ proud to introduce myself as ♪ ♪ executive director.♪ ♪ shout out to every artist in ♪ ♪ the room.♪ ♪ every arts organizer, every ♪ ♪ cultural leader.♪ ♪ shout out to you.♪ ♪ let's give itup for all the ♪

♪ artists in this space .♪ ♪ i have all of three minutes ♪ ♪ here tothank all the people ♪ ♪ that have made this happen .♪ ♪ 25 years ago i was 19, 20 ♪ ♪ years old.♪ ♪ my first open mic wasin that ♪ ♪ green building across the ♪ ♪ street 25 years ago .♪ ♪ if it were not for the work ♪ ♪ of christie johnson, meda, ♪ ♪ the office of economic♪ ♪ workforce development, the♪ ♪ office of mayor london ♪ ♪ breathe, we would not be ♪ ♪ here so i want to pay the ♪ ♪ first of all to christie .♪ ♪ yes ♪ ♪ let's celebrate, yes.♪ ♪ i also want to thank our ♪ ♪ partners .♪ ♪ there are four arts ♪ ♪ organizations, community ♪ ♪ building youth organizations ♪ ♪ that are here.♪ ♪ we are so proud and honored ♪ ♪ that meda, chinatown edc and ♪ ♪ city of san francisco is ♪ ♪ honoring youth and cultural ♪ ♪ leaders that are established ♪

♪ in this community.♪ ♪ yes?♪ ♪ i'm not sure.♪ ♪ yes.♪ ♪ i promise i'm going to get ♪ ♪ off in 2 seconds but i must ♪ ♪ say this.♪ ♪ you speak and first ♪ ♪ exposures, the director is ♪ ♪ righthere.♪ ♪ i just wanted to say hi eric ♪ ♪ .♪ ♪ you may be here together in ♪ ♪ this moment because we ♪ ♪ believe in a young person's ♪ ♪ ability to change the world ♪ ♪ throughtheir words .♪ ♪ there wonder, their♪ ♪ imagination .♪ ♪ 25 years ago youth speak was ♪ ♪ founded on the social and ♪ ♪ cultural imperative that ♪ ♪ says we must seekout the ♪ ♪ voices , the texts and the ♪ ♪ narrative of solidarity and ♪ ♪ love.♪ ♪ yes?♪ ♪ especially when our stories ♪ ♪ have beenexcluded from the ♪ ♪ dominant american narrative, ♪ ♪ yes ?♪ ♪ this is a part of that ♪ ♪ larger story♪ ♪ so i'm going to stop talking ♪ ♪ ♪ ♪ you're welcome .♪ ♪ i am so excited to introduce ♪

♪ the money who to me ♪ ♪ represents our vision both ♪ ♪ at sf and youth speaks.♪ ♪ miss zoe corrado.♪ ♪ zoe is a 17-year-old, can i♪ ♪ read it ?♪ ♪ 17-year-old spoken word poet ♪ ♪ and musician.♪ ♪ she is also the alamedayouth ♪ ♪ poet laureate .♪ ♪ the inaugural youth poet ♪ ♪ laureate of alameda county ♪ ♪ andserved on our youth ♪ ♪ advisory board .♪ ♪ please put your hands ♪ ♪ together in bringing up zoe ♪ ♪ dorado.♪ ♪ [applause] ♪ ♪ >>.♪ ♪ >> hey everyone.♪ ♪ i wrote this poem about a ♪ ♪ year ago so let's see, ♪ ♪ perpetual violence that has ♪ ♪ happened in the past few ♪ ♪ weeks i thought would be ♪

♪ important to hear this poem ♪ ♪ and share it with you today♪ ♪ so this is called we briefed ♪ ♪ .♪ ♪ lola slips murmur out of ♪ ♪ morningbreath .♪ ♪ reuse out her skeleton and ♪ ♪ her mother's voice sits.♪ ♪ yes but also because isn't ♪ ♪ thishow you wake ?♪ ♪ you think of the body from ♪ ♪ sleep through the bodies of ♪ ♪ her hallway.♪ ♪ she asks if i do want to ♪ ♪ wake up at 7:30 and maybe ♪ ♪ since i stopped going to ♪ ♪ church years ago.♪ ♪ so now lola lisle wheaties ♪ ♪ alone at half mast as i ♪ ♪ caught myself asking her to ♪ ♪ stay home stay home because ♪ ♪ streets somewhat sometimes ♪ ♪ carry brett.♪ ♪ maybe it's always been like ♪ ♪ this lying in wait because ♪ ♪ he cries 164 percent since a ♪ ♪ year ago says 283 percent ♪ ♪ since yesterday.♪ ♪ an 80-year-old asian man was♪

♪ attacked there by a group of ♪ ♪ black and brown boys .♪ ♪ one year more than me ♪ ♪ another one year with my ♪ ♪ little sister.♪ ♪ we were 11 and 17.♪ ♪ since watched it all happen ♪ ♪ through a screen.♪ ♪ the one i hold in my hand ♪ ♪ who grew so many days until ♪ ♪ i down the dirt so i tried ♪ ♪ to dig out the dogma axes to ♪ ♪ the bone marrow of our blood ♪ ♪ is another way of saying ♪ ♪ this is another way of ♪ ♪ saying violencebetween ♪ ♪ communities of color begins♪ ♪ with this .♪ ♪ we begin with peter lang , a ♪ ♪ cop shop.♪ ♪ a 29-year-old latin american ♪ ♪ or when a filipino american ♪ ♪ was walking near times ♪ ♪ square and was attacked by ♪ ♪ brandon elliott a security ♪ ♪ guard walking alongside the ♪ ♪ lobby to close the door.♪ ♪ another form of violence in ♪ ♪ which we pledge our bodies ♪ ♪ inside our own diaphragms so ♪ ♪ we can hold our shoulders ♪ ♪ in, down.♪

♪ because we didn't breathe ♪ ♪ the same air as that sister ♪ ♪ did because we didn't carry ♪ ♪ aweapon in our mouse , ♪ ♪ typing it in strategically ♪ ♪ and then call the neighbors ♪ ♪ other.♪ ♪ call country and continent a ♪ ♪ disease.♪ ♪ creep across each other's ♪ ♪ backboneand asked how it got ♪ ♪ there.♪ ♪ america , my♪ ♪ immunocompromised country .♪ ♪ will you cross a ♪ ♪ bloodstained anatomy and ♪ ♪ look, see what we all need.♪ ♪ you evoke the soilin my ♪ ♪ lowest garland .♪ ♪ so the seeds and also under ♪ ♪ that blackberries blackand ♪ ♪ brown bodies .♪ ♪ the ones that wound ♪ ♪ themselves through the break ♪ ♪ of arms and legs for what ♪ ♪ you grow and i say our ♪ ♪ histories are intertwined ♪ ♪ but i mean that we weave the♪ ♪ same air .♪ ♪ the kind that countries ♪

♪ claiming other countries, ♪ ♪ the wide kind that white ♪ ♪ supremacy likes also, the ♪ ♪ kind that circulated a ♪ ♪ filipino american war when ♪ ♪ black american soldiers ♪ ♪ chose to fightalongside ♪ ♪ filipinos .♪ ♪ the kind of uproots ♪ ♪ colonialism who called ♪ ♪ ethnicstudies in 1965 during ♪ ♪ the deliberations right .♪ ♪ how the list isn't finished ♪ ♪ yet and wego to the streets ♪ ♪ when one of us calls .♪ ♪ how we hold ourselves gently ♪ ♪ but alsohold ourselves ♪ ♪ accountable and the same for ♪ ♪ those around us .♪ ♪ which is another way of ♪ ♪ saying this country needs to ♪ ♪ call itself out and call ♪ ♪ himself in the country ♪ ♪ willing to share the same ♪ ♪ breath.♪ ♪ to read the same air.♪ ♪ placing our hands to chest ♪ ♪ and belly.♪ ♪ keep the other way.♪ ♪ to face that type of ♪ ♪ otherness instead of our ♪ ♪ name.♪ ♪ we allies the names of black ♪

♪ and asianamerican activists, ♪ ♪ to audrey lord .♪ ♪ glenn, miriam.♪ ♪ pay homage to my teachers ♪ ♪ and bus drivers who helped ♪ ♪ and healthcare workers like ♪ ♪ my mom.♪ ♪ our singular exhale in.♪ ♪ the union of filipino and ♪ ♪ mexican immigrants passing ♪ ♪ on a singular bus ♪ ♪ celebrating, still alive.♪ ♪ filled up waking up in the ♪ ♪ morning.♪ ♪ still her body aching, our ♪ ♪ bodies aching and tired.♪ ♪ what is work without ♪ ♪ movement?♪ ♪ not the willingness to ♪ ♪ attach, receive andpass on .♪ ♪ not us breathing ourselves ♪ ♪ in.♪ ♪ my instinct.♪ ♪ thank you.♪

♪ [applause] ♪ ♪ >> how do i follow that?♪ ♪ that was beautiful.that ♪ ♪ was beautiful.♪ ♪ thank you.♪ ♪ thank you.♪ ♪ good afternoon everyone.♪ ♪ my name is sherry and i'm ♪ ♪ one of the residents here at ♪ ♪ 2060..♪ ♪ i've been here for a little ♪ ♪ bit lessthan a year and i'm ♪ ♪ here to speak about my , ♪ ♪ there is.♪ ♪ i want to say that first and ♪ ♪ foremost i am grateful.♪ ♪ i am absolutely grateful for ♪

♪ the experience to be able to ♪ ♪ live in a community in which ♪ ♪ i can actually grow roots♪ ♪ here not have the fear of ♪ ♪ being upgraded .♪ ♪ and so i'm grateful to all ♪ ♪ of you who've gotten ♪ ♪ together andhave made this ♪ ♪ happen .♪ ♪ [applause] so the beautiful ♪ ♪ thing about being here is ♪ ♪ what i've experienced is ♪ ♪ this is a reflection of my ♪ ♪ own culture.♪ ♪ i am biracial, filipino and ♪ ♪ black american and i have a ♪ ♪ son who is six years old and ♪ ♪ he's.. so i call him my ♪ ♪ future baby.♪ ♪ truly he is a reflection of ♪ ♪ this community and i'm so ♪ ♪ grateful to be raised around♪ ♪ children who look like him .♪ ♪ and who he can actually ♪

♪ relate to.♪ ♪ again we are here andwhere ♪ ♪ rooted and he had grow up ♪ ♪ with them and not have this ♪ ♪ fear of making friends and ♪ ♪ then leaving .♪ ♪ i'm also an entrepreneur so ♪ ♪ this building has been ♪ ♪ giving me the opportunity to ♪ ♪ continue running my own ♪ ♪ company where i've been able ♪ ♪ to own my own time and the ♪ ♪ one thing i do understand is ♪ ♪ everything starts with an ♪ ♪ idea and it starts with a ♪ ♪ unique idea and in order for ♪ ♪ you to be successful in that ♪ ♪ idea you need five things.♪ ♪ you needtime.♪ ♪ you need support . you need energy, resources and funds and you need that division so everyone can see and follow and align themselves with what this community is. we all have a mission that's our call to duty. what do we need need to do to make this happen and it has to be instilled in values in which we can all come together and have a gut check.

when you havethis type of community where you have differentcultures coming together with different economic backgrounds, there is somewhat of an explosion that happens . so everyone has to get to know one another . i have to know what works for meand i think that we are forced to understand one another in this type of capacity . i'm so grateful that i also see there's also community organizations here because i do have a creative myself i connect to the essence of who they are and i really am about the grand experience. i do consulting anddesign work. it is really about how you want to feel when you get there . i think that's what it's about andif any of you do energy work like i do , you're going to manifest how you feel so if you want to feel safe youhave to surround yourself with people who are safe . if you want to feel like that

you have security, you have to make sure that you're surrounded by people have that same type of understanding. but i think the one thing that starts every one off the starting line is the way you think and your philosophy. you have to be on that same page in order to nurture one another so i'm grateful for the organizations thatare here . i'm excited for my sons to be exposed to that type of energy. i want to get too much time what i'm grateful forthe part. it's so nice to have that as in our front yard . that's what i call it. that's our cart. and i love that it's open to the community because my son makes friends every day. new friends every day so it's beautiful. i've also been able to support the surrounding organizations and companies. that live and run their

businesses so for me it's about how i feel if i'm going to spend my resources so they make me feel like i'm a part of the family as well so i'm going to invest in their success and they add to the community here . one thing i do know is when you launcha brand is that you have to manage it and that has to be based off of what are the benefits , how do we all processed on the amicable culture of the community and i think he to this community is that we have so many different cultures coming together in which we can learn from one another and to this community and right now we're kind of a blank slate in a way so we're waiting for that to happen and so that's kind of where i am right now is definitely the management of it. i love how clean it is and i love for them to keep this budget to be able to keep it clean like this.it's awesome, right?