not see anyone approaching the podium. let me check the public comment line. i do not see anyone on the public comment line. item number three approval of the minutes discussion and possible action. discussion and possible action to approve meeting minutes. minutes from regular meeting on december 11th, 2024. okay. to my fellow commissioners, are there any questions referring to december 11th? or is there a motion? i second. we will have to check for public comment. president morgan, for each of the minutes. okay. okay. in between. yes, but

we can approve them real quick, right? i do not see anyone on the public comment line, nor anyone approaching the podium. so we can move to approve the minutes. oh, sorry about that. okay. december 11th. yeah, we're on december 11th. okay, i move that we approve the minutes as submitted for december 11th, 2024. and who seconds? i second. okay. commissioner nakajo, how do you vote? commissioner collins, how do you vote? motion passes. minutes from special meeting on december 17th, 2024. we will check for public comment. president morgan. yes. is there any public comment? madam secretary, i do not see anyone approaching the podium.

and there is no one on the public comment line. so is there any discussion or questions about december 17th special meeting from the fellow commissioners? is there a motion? i move approval. i second. president morgan, how do you vote? i vote yay! commissioner nakajo, how do you vote? yes. motion passes. minutes from special meeting on december 20th, 2024. we will check for public comment. is there any public comment? i do not see anyone approaching the podium, and there is no one on the public comment line. thank you, madam secretary. fellow commissioners, is there any discussion or questions about december 20th special meeting? okay. is there a motion? move.

approval. i second. president morgan, how do you vote? i vote yay! commissioner nakajo, how do you vote? yes. motion passes. item number four. chief of departments. report. discussion. report from chief of department sandra tong. report on current issues, activities and events within the department since the fire commission meeting on december 11th, 2024, including budget academies, special events, communications and outreach to other government agencies and the public. good morning, president morgan, vice president frazier, commissioner. collins, commissioner nakajo command staff. kathy. happy new year, everyone. sandi. thom. this is my report since our last meeting on november the 11th. we have been following closely what's been going on down in

southern california and the fires that are rapidly expanding over there, and have been asked to support some of the firefighting efforts down there. so we are in the process of sending a strike team down to the los angeles area. more to follow as we get more in the coming days. so i wanted to speak a little bit about the events that happened over the last month. pretty much as you all know, it's been a little bit of a light month in terms of activities and events given the holidays, but i did participate in a few things, and i have a few slides actually, to show you from some of the pictures that we participated in. oh, there's a clicker. all right. before actually, we got to commander buckley's retirement party. i did also attend a generous donation from saint mary's and saint francis hospitals, where i met with their hospital president, darren kumar, and he

provided the toy program 798 toy program with a number of toys that we were able to collect for our toy program and toy. so it was a fun opportunity to meet with him, as well as some of the personnel that donated very generously to our toy program. but here you see, on december the 12th, we had the fire reserves graduation or i'm sorry, fire retirement for fire reserve commander buckley. and this was over. this was held over at tea. and it was a horrible day for traffic. it was raining like crazy. people came from all over, actually. retired members, current reservists, a number of folks from the command staff went over to tea to celebrate his his final day. so it was a lovely, lovely time for everyone. despite having to get through all of that traffic on the bay bridge. and then on december the 15th, this is an

annual event. more recently with the ems and cp divisions sponsoring a santa breakfast for the members of station 49 and the cp division, with santa who is currently in the room, you can guess who that might be. and a lot of the kids who were able to enjoy their wish list with santa, as well as candy and treats and breakfast with all. friday the 13th. actually a great day was the h3 graduation. we had 19 h3 level ones graduate from their 13 week academy from t. we had it at a new venue across the street from actually from the cp division on evans street. the southeast community center. and this was a lovely venue where we had standing room only participants and their families celebrating their accomplishment. over there on the right hand side, you'll see a number of city emt staff, as

well as graduates and past and present graduates that were able to celebrate altogether as well. on december 21st, i also attended the city emt graduation, where they had 24 of their cohort eighth cohort graduate. another opportunity for us to see the potential and as well as potential 9910 interns coming into the department. and then on the 23rd, we had the firehouse decoration contest, of which there are five entries. station 19. station 30 or. sorry. yeah. well, no, let me stop again. station 1839, station seven, station 35 and station 40. and then there in the last one, a non-official entrant was station 19. we went to their station as well. we were. this was an event that is sponsored by los

bomberos and the fire credit union, and one of the los bomberos members, lester leskovar, donated his bus and also said, you know, we didn't enter into the contest, but we can drive by because we have these gigantic statues and chairs that we have gotten donated to the station, and we put them out. and so we were able to go and visit their station as well. but this was also a fun opportunity for us to see the holiday cheer. some of the stations also provided, you know, treats. it was an opportunity for the community to get involved as well. we also had sal castaneda as one of our judges, ktvu anchor, as well as mayor elect lurie, soon to be mayor today, who also joined us at station seven and station 35. there was an opportunity for him to see the stations, as well as to meet with some of the members and the judges, but in the end, it was a tough vote. but the winners in order were station

18, station 39 and station seven. so we thank all of them for participating and we hope to have more of them next year. those are the ends of my pictures. and then carrying on just in terms of news, on december the 16th, i participated in the second half. all of the command staff here participated in the second half of our command staff retreat. just discussing the priorities of the each division, as well as trying to identify certain areas that we would like to communicate better understandings, not only within the command staff of each division's roles and responsibilities, but also developing a plan to communicate better how all of the divisions work together to be able to provide the services that we do in this department, and wanting to be able to share that information with the rest of the department as well. so that's the second part of the work that needs to happen, and i'm hoping that that will be able to continue with the new administration. and then on

december 17th, the same day as our holiday party at headquarters, we were participating. i participated in the interviews for our cio, our chief information officer. so i'm happy to say that we have found somebody who will be shadowing our current manager and director, jesus mora. his name is isaiah mall. he comes from the california veterans administration, and he will be the one to work with jesus over the over the next coming months, maybe up to a year. to understand the work, to be able to provide more support for the division's, more support for the department. and we look forward to having him join us on february the 3rd. and then finally, i wanted to just take a moment to thank mayor london breed for her leadership as mayor. you know, for the city and especially during the covid pandemic and its aftermath. she supported our budget requests to ensure that we had h two

academies that would get us caught up when we were not able to hire during the pandemic. she added fts to the ems division to increase our staffing, to decrease our excessive medic to follow incidents. she believed in and supported the community paramedicine division. to be able to address what was happening on the streets in terms of behavioral health and substance abuse crises on the streets, and overall, it's just been an extremely strong advocate of the san francisco fire department. so i do want to thank her for all of her work that she's done for the city, as well as for the department, and we are all looking forward to the soon to be inaugurated mayor coming on board, as well as the new board of supervisors that will be working with closely. so looking forward to meeting with all of them as well as the next administration coming in to hopefully continue the work that we've been doing, the great work that we've been doing. and

that's the end of my report. thank you. chief. at this time, madam secretary, is there any public comment? should we go to public comment? i do not see anyone approaching the podium. let me check the public comment line. there is no one on the public comment line. are there any questions for chief tong? who would like to go first? commissioner collins? i have no questions. thank you, chief tong. i just want to thank you for the report and the details and the great photographs this time too as well. so congratulations on that. thank you. commissioner nakajo. no questions. yeah. thank you for your wonderful report. chief tong, and happy new year to you, too. and everyone else. you're right. yeah, i forgot about that. so i guess we have chief

lothrop up next. report from operations. you report from operations deputy chief darius lautrup. report on overall field operations, including greater alarm. fires. bureau of fire prevention and investigation. training within the department and airport division. hi. good morning, commissioners. president. morgan. vice president. frazier. commissioner. collins. commissioner. nakajo. chief. tong, kathy. command staff. darius. deputy chief operations. long time no see. it's good to see you. happy new year. so if we can go to the powerpoint, kathy. that's a fire. in the months of november and december, there was no significant uptick in in fire incidents. and in fact, in november, there was a slight reduction in overall working fires, with only 12 in the month, thankfully, and 17 in

december, which is our our average. and there was a greater alarm in each month. the first greater alarm fire that i'd like to talk about is, i guess i got to put my glasses back on here. box two three, three, six, which occurred at on washburn alley, which was the backside of 1/59 street between howard and missions. this fire occurred on november 18th at 10:50 p.m, and it was dispatched as a large outside fire for a single engine dispatch. so engine one arrived and as they were in route, a building alarm was dispatched. so a building alarm is a21 box. it's an engine and truck and a battalion chief. dispatch for investigation of an alarm coming from a building. for the ninth street side, they didn't immediately make the connection between the two, because how would they? when engine one arrived and found a significant

body of fire, there was construction materials, a porta potty on fire, and it was already extending the siding and into the building on all four floors of the building. so this is a significant fire from the beginning would likely trigger multiple alarms on the arrival of initial companies, and there was one engine by themselves to fight this fire. luckily, the chief and the engine and the truck on the other side of this fire realized what was happening and quickly responded around to the other side. as a complicator on the arrival of the assistant chief, this was chief baker's fire from division three. there was a high voltage line that had separated from a power pole and was immediately in front of the building also. so you'll recall, i reported out a similar incident last, last report. and the same course of action was taken. it requires an entire engine company or whoever is assigned by the incident commander to manage that and make sure that it doesn't continue to be a hazard to the

people working on scene, which further reduced the initial resources at this fire. so a second alarm was immediately struck. a redundant water supply was achieved between 1 and 36, and they immediately went to work fighting fire at the lowest floor of fire. the truck company arrived and understanding that this was a residential building and the limited number of resources on scene. this is this is the balancing act that a chief and a truck officer particularly have to decide. they have competing priorities. they do have to arrest the spread of fire. they have to keep this fire from extending into the attic, becoming a conflagration, becoming a greater, greater, greater alarm fire. but there are also people in the building absolutely need to be removed from harm's way and rescued. so search and rescue was a priority. and getting to the roof and determining the extent of fire in the attic was a priority. so they split. the company had half of the crew go inside and begin search and rescue, and the other

half go to the roof in anticipation of the rest of full alarm assignment arriving. and then the second alarm companies arriving. and it was a great stop. and it stayed at two alarms. as the new companies arrived. they were they were dedicated by the incident commander to the floors immediately above, to the second floor, to the third, to the fourth floor. but as noted in the chief's report, you'll see he describes it as an unusual circumstance. but it is, i would argue, coming out of the rescue squads like chief kilo and some of the others in this room. that it is, it is it is one of the strengths of our doctrine that we are committed enough to the work the other members of this fire department, that we will put people in harm's way above a fire, without a hose line, without the ability to suppress fire on that floor, specifically to search for and rescue the occupants of a building. and it's something that we hope to

never abandon in this agency. and it's a strength of this agency, and it's a commitment of our membership to this agency. and it occurred at this fire. and i want to commend all the companies for this one. i did add an operations note, because to me, it did highlight the importance of expecting fire. it becomes easy in a job to become complacent. things become routine. even as exciting as our job is, as wonderful as our job is, if you are dispatched to, we'll get to the page later on. but if you're dispatched to 900 outside fires in the city of san francisco in a year, it is easy to not anticipate four floors of fire when you arrive. but the company that arrived was prepared to do work was ready immediately to address the problem they were presented with, not the one they thought they were going to. all the other companies reacted very quickly, and i think that goes down to the training provided through the training division and chief mao, and it goes down to the operations chiefs as it trickles all the way to the

line. officers and i find ourselves in a very good place in operations. and we are they weren't caught out. they weren't surprised. they were ready to go to work. the second incident was the second alarm on the december 15th at 830 in the morning, out in the old hunters point shipyard. it was initially called in as someone waking up in the morning, looking out their window with a cup of coffee and going, hey, there's a building on fire! or there's at least a lot of smoke over there in hunters point. so it came from when i was listening to it on the radio. it sounded like the person calling could have been miles away. so it was. it was the work of the initially dispatched companies to just find the thing. they've gotten much better at getting through the gates at hunters point. we have a good working relationship. we have access. access problems have been greatly reduced, but it was again a single engine that was going to and finding the fire and then reporting. yeah, that

this is a building attached to another building, a type five building, a wood structure attached to a type two warehouse, a very large warehouse, as you can kind of surmise from the pictures, and one of them is fully involved. this could become a much larger fire that was transmitted to the division chief, who was a temporary assistant arrived, thy immediately went to work, just like engine one did on the previous. they're not going to be stopped because they're alone. but once they started using their tank water and they were getting good suppression efforts on this fire, and the additional units arrived to establish water supply, they realized they were in trouble. this is this has been an ongoing problem on the shipyard because the shipyard hydrants are not necessarily maintained by us.

they're old existing system that were tied to the city system, and often they're dry because there's no need to maintain the hydrant system in the minds of many. the last time we encountered a fire like this, we went out and did a survey, put disks on hydrants, made maps, the whole thing. but when changes are made, sometimes the information doesn't get to us anyway, that that will all be addressed in the future. oh, i'm sorry, i can, i got it, i'm sorry. thank you chief. that's that's where i'm talking about, not the other one. so multiple companies tried to achieve water supply by going to further and further away hydrants. you'll describe there was something in the report described as a split line lead, which is based on fires we've had in the past. we've increased the hose capacity of these fire engines from 1000ft to 1400ft. generally, some are even running

with a little more hose. so that is them running a single line out all 700ft and then establishing and making a connection and running another 700ft. so they are trying to find water up to 1400 feet away, and they're being unsuccessful. anyway, in the end, the second alarm companies arrived. the incident commander on scene came up with a very good plan, which was just a relay or a shuttling water operation. there were enough engines that they could pull up to the incident, give them their 500 gallons in their tank, go refill. the next engine could give them 500 gallons, and this was effective for the body of fire that they had. after they had done this for about ten minutes, they did find a good patent hydrant, good water supply, and they were off to the races. otherwise, no injuries, no displacements. it is an abandoned structure. so everything went well, but it does highlight some nonstandard work and positions that we do have to create sometimes in these larger fires, which is the

work of our water supply officer and our chief and our and as noted in this report, that we need to be ready to establish a water supply officer, that we need to have a full plan for establishing a continuous and redundant water supply to the initial engine so that we can fight fire. and if that requires a second alarm company just to get water to the first engine, like a full second alarm assignment just to establish that water, then it is worth it. it it is the value of our resources and the amount that we can bring to bear on a fire. and so those were the lessons learned from these two fires. now it was november and december. so i'm sure you've seen a few of these slides. this is the 134th class graduating from the division of training. i'm sure it's been mentioned i wasn't here in november, but chief is here, so we will address it. and i want to thank you all for coming to headquarters so you could see the parade of sweatiness and celebrate their achievement there in the field and doing

well, except for one who was injured in the tower and will be going to the field soon. nert has really, really, really grown in the last year. kind of haunt us in the room quite by accident. i would ask you to invite him up and make him speak, but the things i would talk about with nert were a highly successful citywide drill, which was addressed in october, and then just expansion of the programs that were existing but had kind of fallen by the wayside, including one that is coming back now, which is the listos program. so this is the program presented in spanish, and instructors are being gathered. then. did you guys talk about our mighty victory at salvation army turkey carving? okay, good. we had a mighty victory at salvation army turkey carving. you guys did talk about the station decorations. i will point out that 18 did not win because chief mao and i were both captains at this firehouse at some point, but it didn't hurt,

i'm sure. and the toy program has been addressed. this is not specifically the san francisco fire department. this is our labor union. this is 798 and another great year with the toy program went out for a few days, but particularly bike day. just the efficiency and the joy they bring and great stuff. and 1/34 again. now that was the powerpoint and it's all the fun stuff. but there were a couple other things that happened in december. two that i wasn't here for. luckily, shane and the chief and everybody else were on the fifth. you may recall there was a tsunami warning in the city of san francisco after an earthquake, a significant earthquake off the coast of california. this kind of paradoxically, i was sitting in a class at the national fire academy called the science of disaster at the time, but i did kind of feel useless not being here, learning about the science of disaster when the science of

the disaster was occurring in our home, it was a good chance to revisit our plan without any untoward effect. the tsunami did, in fact end up being very, very minimal, but it did highlight to us some of the things we have to touch. chief brown is instrumental in this, as always, and has already updated our tsunami plan. it is to the deputies and the chief and we'll vet it. and so always lessons learned, always moving forward. and then, of course, on the 14th, there's a tornado in the city of san francisco, or a warning of a tornado in the city of san francisco. another great day to be out of town. i was in the same place doing the same thing, and another opportunity for us to test our ability to notify our ability to communicate with the field, the decentralization of our command that occurs in the event of a disaster. all these things were tested, and i think we came through with flying colors again, thanks to the operations chief and chief brown. but i

just wanted to make sure that those got highlighted. and the bureau of fire investigation under chief coughlin. you'll there were a couple occasions in the press recently where a grand jury report highlighting his bureau were there. i hope that you did note that those reports for about seven years old, many, many things have changed in the in the bureau of fire prevention and investigation. they have all been addressed by the fire marshal and the afms and staff. but we did concur with the city that there's more room for improvement. so we'll be updating all our policies and checking in with the city on that grand jury report. the fire marshal is retiring at the end of the month. he's not going to get up and speak this time. i don't think we'll make him do that next time. i do want to thank him for his hard work and for being a good partner, but that's enough. he, he and i came in together. we were classmates.

he knows how i feel about him. but we have interviewed for the position of fire marshal. we had very strong candidates, very strong interviews, and that is ongoing. and we anticipate a new fire marshal to learn from him before he retires. he also completed h four exams, which is the base level inspector process and has an eligible list and has already started hiring and filling his ranks, which is what he needs. he was significantly understaffed until this test, and now we're getting close to getting back to regular business. as part of this process. we did also have a test and haven't interviewed, but had a test for civilian employees in bureau of fire inspection. it is a rank that existed until recent, about a decade ago. as they've mostly attrition out. there is still one person in this job class, so he does have a of additional employees. if the h-4s do not fill the

bureau, that we have civilian employees who could fill the bureau. and i had an opportunity to sit in on a class in his his bureau yesterday. there are currently two classes going on at the bureau of fire prevention and investigation. so continuing education has been one of his priorities. and i have to say, there was a lot of excitement in the room. i'll i'll leave the rest because i am trying to go shorter. i promise, i promise, i promise. but three arson arrests in those two months, to which i always like to highlight at sfo as chief josé here, he swears he's coming. just a couple of things i will pull off of his list on page 55, the fire station alerting system. it's kind of mind boggling to me that at the airport, they don't have the same alerting system as they do in the city where the tones go off. everybody knows they're supposed to go and jump on the rigs, so that is ongoing and will be established under his administration of the airport. the sfo infrastructure

modernization. so they will be building new firehouses at the airport for us, which will be great for injury and illness. maintain keeping all of the volatile airline fuel and emissions out of the firehouse, and just kind of strengthen their capabilities, including their water rescue. the bike medic room is completed at sfo, and they've done interviews for the program. it is a great program. i would have you look at the numbers later on in his report for the number of incidents they get to, i asked a question about response time on a bike at the airport and was amazed at how quickly they can be anywhere in the airport on the bicycles, faster than some of our engines on these streets right now. and then of course, the getting the pfas foam off of the rigs is an ongoing project. i don't know that we announced his training compliance officer

as training captain, captain marybeth jensen, but she is hard at work getting certified to the level she needs to be for that compliance job, and is working with the other training officers to keep everybody at the airport up to date, and they will be seeing new staff, so they will be training new staff at the division of training. obviously the 1/34 just graduated. the 1/35 is set to start. what date the 21st, and we look forward to inviting all these happy new members into our fire department. the chief also sponsored a class with the center for homeland defense and security strategic leadership. this was a joint class between the oakland fire department and the san francisco fire department, so it was a good opportunity to try and cross-pollinate and to leverage having two fire departments so proximate to each other that we can look at that model in the future to get people to come out and provide training to both of us. as budget times get harder.

there were interviews for the h-16, which is a training specialist, age 28, which is a training lieutenant, and age 39, which is the training captain. people were hired in all the positions. i will highlight the two training captains for the job of in-service training. captain james draper has been identified and will start on the 18th and for the role of special operations training captain kevin tyson yee has been identified and will start on the 18th and they both come out of training, have extensive training experience and are long serving members of the fire department. and i think chief mao will be happy to have them on. our staff. and then nert again, i invite you to pick on poor lieutenant honda, who is trying to hide in the back of the room. and the thing i will add about nert is we have a couple of large exercises coming up in the near term, including some transit exercises that include a large number of volunteers to act as victims, or people to just passengers on a

train. and nert comes through every time, providing people, the people of the city, to pretend to be the people of the city. and i want to thank them for it. and i want to thank captain honda for his assistance with the committees and getting that job done. and that is the end of my report. thank you, chief lothrop, for your great report at this time. madam secretary, is there any public comment? i do not see anyone approaching the podium and there is no one on the public comment line. thank you, madam secretary. fellow commissioners, any questions for the chief? yeah. commissioner collins, thank you for your report. chief, i have i was just curious about the high rise inspections i was looking at. i, i understand that we're completed with the schools. is that also the case with the high rise inspections? it looked like there no deadline in the figures

we were given. so maybe it's on track. so i believe high rise inspections are on the fiscal calendar, correct? yes. yeah. so if we are not complete with high rises for the year, that's it's likely that we're just halfway through the inspection cycle. okay. so all right. that was not a 2024. and then this you know we've been reading a lot about the pressure to make accessory dwelling units, you know, to kind of speed up the availability of is that creating a lot of pressure on the department to do the required reviews of those units. so i would direct you to the permit section and see that they're doing almost 800 or 750 permits a month, which is a significant workload. they are they were understaffed. so i know there's a heavy pressure in the bureau. if you do, you want me to get chief coughlin to come up and speak to it? i think they are definitely keeping up, though. i

know they're keeping. i'm just wondering, seems like a lot of, you know, a lot of pressure on the on the bureau and cause to, you know, sort of raise to consciousness. look, you're asking all this work needs to be done and there's an impact if you if the city wants more adus, then so give us the resources we need to keep up. that's all correct on many regards. so there were positions authorized but not budgeted for the fire marshal for the maintenance of many permit programs. and we are still in conversation and will remain in conversation about filling those spots. the other thing that the fire marshal has been very good about, and particularly with the adus and some of the other permit processes, is getting to a point where it is basically an administrative process and not everything is bespoke and unique. and, you know, unless there is a variance required, if it is just by code, things are

moving very quickly through the fire prevention. that makes sense. thank you. yeah. oh yeah. go ahead, commissioner fraser i'm sorry. thank you. chief latrobe, a really interesting and informative report. i want to thank you for that. a couple things i have a question about and i want to say congratulations. and what else can i say? all respect to our people who are running across live wires on the ground and scaling up buildings to make sure there's nobody in the top floor of a burning building. so that's to be commended to you and all of your people. that was the greater alarm on ninth street. yeah. okay, then i have a question about the hunters point fire not lost on me. it was on crisp avenue. but my question is, where did the engines go to get the additional

500 gallons for all of those trips? how far away did they have to go to get that additional water from the site? do you know? so 50 crisp is actually not very far from a gate. it's more than 700ft away from a gate, but immediately outside of the fence line, you're back to live municipal city hydrants, and they're tested on a regular testing schedule. they're not always the greatest hydrants in the world because it's the end of the line for many of it. so some of them are very high pressure, some of them are very low pressure. but they that's where they were getting their water. i think when the average citizen, including myself, sees a fire hydrant, we just always assume there's water there and that there will be water there. yeah. so it's i think, an important thing for us to know and to discuss going forward. and i don't want you to be scared if it is a little white hydrant that looks like a san francisco fire hydrant, it's a 99.99999% chance that they're getting water. these are yellow old navy

hydrants that we have the ability to hook up to through, you know, various devices. and some of them have been changed out to look like our hydrants but are still on that system. but it's behind a fence. so it wouldn't confuse the general public. yeah. well i, you know, live on the east side of town. we've gone through a lot of development. a lot of those hydrants weren't working because there wasn't any development there. and now there is. so i'm just aware of that and i'm not scared. thank you. especially knowing what all of you are capable of that reassures me. now the other the last question i had were about updating the alarms for the new houses at sfo, and that's so that they're in good communication. is that what i understand? yeah, it's just a it's a change in the method of dispatch versus just monitoring constant overhead radio traffic and being able to discern what's important to you,

which is the old way that we did it in the fire houses. well, before any of us joined the fire department. and now when there's an alarm in a station, i'm sure you've been in a station. when they received alarm. there's tones, there's an announcement. there's no question that you are going to something. yeah. and then the last thing i'll just say is shout out to the bike medics and the volume of work that they're doing. and in particular, i noticed they had two coroner cases in the last month. so they're doing some some hard good work. so i want to say thanks to them too. and thank you so much for the report. thank you. commissioner frazier. commissioner nakajo, thank you, president morgan. thank you, chief, for your comprehensive report. a couple of the comments, a couple of the questions, more comments than questions. i appreciate the

reporting on the second alarm at crispy avenue and the question that vice president frazier asked, because i also circled the issue of other water sources. and you pretty much have responded to that. so i appreciate that. my question was not so much how unusual is that? but what you reported on in terms of being proactive, in terms of how we're going to deal with that next round, moving on. i appreciate very much that you have announced that the fire marshal component is going to retire, so that we can be aware of that, because in my notes, again, with the bureau of fire prevention and investigations, like other units within our department, there's 23 pages in that report, which is a heck of

a lot of reading. can i write it down from page 9 to 53? take some time to be able to digest all of it. but i do know that again, fire marshal, confident that all of the comprehensive areas that you deal with, particularly high rises. i also know that the amounts of complaints that occur as well, and how that's being dealt with. i, as a commissioner, appreciate all of the hard work that you've done, but also the members of your fire prevention and investigation and appreciate, chief, that you're going through an interview process to be able to keep the continuity of that particular area. so i wanted to note that, again, a lot of material, interesting material all the way from arrest

information, all the way to maps in terms of small side fires, all the way to complaints as well. and just as a point of education, i know that commissioner collins mentioned it, but adu is again what chief accessory dwelling unit. all right. and that's all related to permits, is that correct? so yeah, it's a state law that was passed. and the permitting process does go through the fire marshal, in addition to other permits. okay. because there's a lot of pages in terms of that with the community development projects, ada to the accessorie, page 43, page 44, page 45. so i just wanted to again get that clarification. in terms of the airport, i did pick up the information on the bike metrics

and how responsive they are over there. again, just like anybody else in terms of the public, there's been a whole lot of incidents in terms of airport, airport incidents, different kinds of tragedies through other countries and, and cities. they just kind of heightened awareness of how important that division is as well. different subject matter. thank you, chief tom, for mentioning our response to the fires in los angeles and how that's going to be developing as well. i also wanted to note, as i move on and appreciate your report, in terms of nert and the importance of that, but i also wanted to acknowledge, while he's president, the good work of our lieutenant, jonathan honda. i'll make him come up, boss. you want him to. yeah. and i know that he's going to be moving on shortly. and that is captain brandon. tom going to be

resuming that responsibility. but i wanted to acknowledge that. good work. without missing a beat within it. it still troubles me how much challenges there are in terms of basic things like investigation, not investigation, but the id machines purchase orders that are still awaiting in that queue of volunteers, still around 600 that are interested in participating. i believe it's higher. it's in the 700. and come on, man. yeah. good morning, lieutenant honda. good morning. thank you, chief. appreciate it. president frazier, president. morgan. vice president. frazier. commissioner. collins. commissioner. nakajo. good morning, lieutenant john honda. with the program, i am with nerf for about the next week or so. so i have the honor of being the temporary program coordinator to backfill for captain tom in his absence. so our wait list is still about about a thousand

person waitlist. we are increasing classes. we just started a class yesterday. we have one class tonight. we are gearing up for a target of about 26 classes throughout the next calendar year. that would accomplish approximately 275 new graduates. in addition to our research nurse. so overall, we have about 37,000 trained individuals in the city since the program's inception in 1990. so the city is very well prepared and the interest is still high. we are targeting three weekend classes coming up and the calls keep coming in. so we have off site locations at sf state coming up. we have off site at the state building. we are holding a special session for treasure island because they are an at risk population, being literally an island. so we are getting everybody as best prepared as we can. okay. and then in terms of that q of those volunteers is this is because of the recruitment of the trainers or the instructors? it was a

little twofold. we had a massive uptick in interest during the pandemic. and because of the covid, we were not able to host as many classes at the same time. so we reach out to those that are still interested and the calls keep coming. in our class yesterday, the average is usually about 30. we had 39 people in our class yesterday and i think we have about 40 tonight. so between those two cohorts in about six weeks for them to graduate, 880 new nerds, okay. and that's again, my question was because we pulled some resources of trainers. is that correct? a lot of it is our our instructors come from the uniformed members and we just onboarded new members. it's just a lot of demand. and a lot of our instructors were getting a little fatigued. so increasing our instructor cadre is on our radar. and we are also doing that for our spanish program as well. we have our spanish program this friday, saturday, sunday to onboard new program instructors in spanish. all right. thank you for your good

work. again. i think it's so important, chief, in terms of the volunteers, i also think at some point there might be some evaluation in terms of stepping up the responsibilities of the volunteers and the more active level as we start to get these disasters that occur to all that runs in my mind is coordination of neighborhoods and leadership in terms of neighborhood. i'm very, very happy that we have language based spanish, hopefully mandarin, cantonese, whatever it takes for our citizens to be more trained. thank you, lieutenant honda, for your work. thank you. chief. that's all of my questions. thank you very much, mr. president. thank you. nakajo mike pence. yes, thanks for your great report, chief lathrop. i just want to commend the great work and leadership from the command staff on the fires that

they had to deal with, chief brooke baker and chief thompson, they did a great work containing these fires. and i just want a little more clarity as far as fire in the shipyard. so i, you know, you said you ran into some dry hydrants. so i would imagine those are navy hydrants. right? that infrastructure was built by the navy i would imagine. yeah. correct. right. so and it's not connected to the city's infrastructure at all. it is connected. that's where the water source is. but it's not maintained by the city currently. so when valves are closed we're not necessarily aware. oh i see yeah. and i know it's to some extent it's an abandoned site. and i guess squatters were the cause of the fire. i think i read in there or. yeah there's possibly i don't know. yeah. no that was a

determined cause. so it was accidental through activities of people cooking and having warming fires in there. so and you said we're going to probably get a resolution on this as far as the solution to getting these hydrants active in the future. yeah. so the navy or this is in battalion ten, it's not the navy that would be working with there's a development company that is managing the site now in the same way, treasure island has a development group. we in battalion ten, we have very active chiefs who immediately jumped on this as a problem that needed to be solved. maps will be developed, processes will be developed, and everyone will be aware of how we're going to get water next time. well, that was great. you were able to will in that 500 gallons a couple of times. it didn't get too out of hand. and there's a reason we carry 500 gallons of water. yeah. yeah. that's that's very

helpful, very helpful, very impressive. good work to both the chiefs there and all the companies that were involved in containing those fires. and i had a little questionbout the s.f. mta task projects, the street closures, those situations, you know, like situations like madrone and loma. on page 20, vicente island, someone installed, i guess road closures without the city's approval. does that happen a lot? i would imagine it does. it does. this is a carry over from the safe and slow streets often. yeah. once that designation occurs, the people who live in the neighborhood kind of take it on themselves to fortify and barricade the street a little more than is warranted or authorized by the city. there are other streetscape changes that were authorized by the city and mta, and weren't necessarily

approved by the fire department. that still come through time to time, particularly in the in the mission district. but again, as i've said at our previous meetings, we have a much better working relationship with mta and with task, and we're trying to get the processes of approval in the same way that the fire marshal has permitting down to an administrative process. we're trying to have less conflict by agreeing on design principles with the mta so that there there isn't just a new type of street change, kind of haphazard, willy nilly. there are things that don't impact our operations. we've identified them, and we are in agreement that they can install them. and it just has come down to a point where we just need to codify that so that we're not at task for every single painting change on the streets to daylight corners or

the other things that they need to do for vision zero and to maintain their operations. thank you. and i had one question, one another question about the community development from the mayor's office, you know, community development mohcd affordable housing. that's on the next page on page 21. i guess it would be in the in chief coughlin's section. these sections, these addresses that they noted here, most of them are, i would imagine, are in construction. i'm not where i'm at. they're in permitting or are i was just curious. i know, i know the plan plans are approved or sounds like they're in construction. yeah. depending on the date, these are ones over the last month that were

actually approved by. so we have a separate group to answer one of your questions. to advance the mayor's desire to increase housing in adus. and we've set a set a group aside so they don't get mixed in with everything else. and all the adu projects and all the mayor's housing projects go to that one group. as captain gower's group, who sits aside away from everybody to approve these. so all these adus, you see if they're approved, which means we've finally given back the permit, hopefully back to because we're usually the last on the line going through dbi give them back their permit now they can begin construction. doesn't mean some of these weren't already pre built. and they're trying to, you know, bring them into the fold to make them legal. but a majority of them are actually are new construction. yeah. and we have no we have no control on when they're going to start. but just expect that these are somewhere in the queue. and just, just for reference, your first section is the largest housing projects. the r2's. those are apartment buildings,

smaller units. yeah. and the r threes would be your single family residence. those are people who are wanting to put an in-law into their home or in their backyard of some sort. that's the that's the three sections of adus. when you look at these. so when it says r3 adus, those are people in single family homes that are putting either in their garage or in their backyard. the r twos are usually a ground floor taking or converting a garage into accessory dwelling units. and then the first section is are usually the large developments. that's how these are broken down. now the r2 is that single family housing or. no it's multi unit. it's three units or more okay. so it's an apartment building who's got a backyard or who has a space downstairs and a garage that usually parked cars and they no longer. and they converted it into a apartments or housing units. so each one differs. and i noticed on page 34 i just want to commend, i noticed the schools of from september 2024, all the school

inspections were completed 100% am i correct? you're correct. we changed that when i came when i, when i yeah. well we changed it. when i came in i realized that inspecting the school in may doesn't really do any good for the kid who's been there since september. so we've changed our goal. now, between september and december, we get to all the schools in san francisco, and then we spend the next 6 or 7 months rectifying any outstanding violations or concerns that has to happen. so we take care of it now in the first three months, by december is our goal. and then you'll see that there's still some outstanding violations on one of the pages that tells you how many that's could be, you know, something on the wall that's not there, or door hardware or things like that. so we work with the unified school district to get those fixed over the next thing until the next year comes around and we start all over again. yeah, i can imagine your workload with some of the aging infrastructure in the city, and it's like an endless battle. it is. and it's kind of nice for the schools because you can get

to that at the end of the year, and then we can focus on something else at different time. and the chief had mentioned every high rise by state code has to be inspected once a year. we start that july 1st, finish it up june 30th, and we start all over again at them. and that's closely watched by the state fire marshal's office. we actually have to give them notice every month of all the buildings we've done, because we've taken it on, because if we don't take it on, it's the state fire marshal's responsibility to actually inspect all these buildings. same thing with schools. we've decided that we're going to inspect all our schools versus the state fire marshal. so we've communicated that with them, and that's why we're in charge of them and jails. i didn't think you were going to talk today. we got you. i started to babble. i'm sorry. well, we're looking forward to hearing from you at the next meeting, chief. but and i just want to say congratulations on your retirement. thank you. and chief nicasio had a question for you. thank you very much. since you're up here, fire marshal, and also cd two, i'm very much

appreciative, forgotten in my notes on you giving us an update on that article from the grand jury on the school inspections 2016 and previous, but also appreciate fire marshal, your report back to the commissioners in terms of the correct update on those violations of schools, what has been covered, what remains and what the process is now. i appreciate it very much because i know that there was an article written in the newspaper talking about that, and it's important for the public to know this is a past tense issue, but also we're not hiding anything, but we're dealing with it in terms of it. so i very much appreciate that. fire marshal cd, too. thank you, thank you. thank you. chief lathrop, any more questions for chief lathrop at this time? should we let him off the hook or what? all right. thank you. who's coming up next?

thank you for your great work, chief malloy, will you have to go to public? do we have to go to public comment? not yet. okay, we'll. sorry about that. chief malloy. report from ems and community paramedicine deputy chief simon pang. report on the ems and community paramedicine divisions. i think chief malloy is going to fill in for chief frank. which one goes forward? top one, the big one. i got it, i got it. good morning. good morning, president morgan. vice president. frazier. commissioner. collins. commissioner. nakajo. chief. tong. kathy. tony malloy. i'm the assistant deputy chief of ems. and this is my report. there you go. thank you. kathy. so these are some of our key

indicators we have for the last couple of months. and if you look at some of them, we're still trying to clean up some of the data that we have. we have several different reporters. and one of the main ones that we are working on is our 90th percentile air time. so the number we've been reporting is from our pcr, the number reported to the county through a different process is much longer. there was a recent article about delays of ambulances at hospital. this is something we are working on with our lmc and with with the hospitals meeting on a monthly basis to try to shorten that time. a lot of the hospitals are quite impacted, especially this time of year, and we see our epoch times in general start to lengthen out to the point where, unfortunately, we have ambulances delayed at the hospital for over two hours. on

some occasions trying to get the hospital to accept the patient. so it is a issue that we are working with not only on the county level, but at the state level as well. as you can see, call volume in november was a little bit lower and so were our overdoses. in general. most call types were down in november. december seemed to come back and was very busy. and so far in january we are also have been very busy cardiac arrest in the last couple of months. november we did well. december our our rosc at the emergency room was low. we are looking into this. we don't. i don't have a great answer for you right now. the cause of that, but it is something our quality assurance

team is looking at. is a picture of our graduation at the southeast center. it was a great day. 17 brand new emts out there working. some of them started the very next day, very eager to get out there and have been helping with the system. here we have a picture of event chief tong already mentioned in december. very happy day at station 49. a lot of our members came, participated with their families. also in november, participating with the turkey carving and saint anthony's. this is a badge pinning ceremony. i know you were there. vice president frazier, commissioner of. we had gotten

behind and this was several classes of age three level one to age three, level two bump ups that hadn't had their official badge pinning. and thanks to chief tong, we had the celebration in december. that's my report for this month. unless you have any questions. thank you. chief malloy, at this time, i think we have to go to public comment or madam secretary is going to get on me. i do not see anyone approaching the podium, and there is no one on the public comment line. thank you, madam secretary. this time, is there any questions for chief malloy? commissioner frazier? yes. thank you. thank you, chief malaya, this is so interesting. appreciate your report. i just have one question on page two about december. you mentioned that it was lower or something different about the statistics

for december. and what i noticed was that and maybe it's not completely done or collated yet. is that the survival time at the emergency department? i'm presuming that's what that means. which one? the last column percent survival at ed. yes. so that's that's how many people. so that was the number for that that we had achieved spontaneous circulation and it remained there through our arrival at the emergency department. and the percent, the last column percent survival is the percentage of the total is the percentage of the total cardiac arrest cases that we attempted cpr on. got it. i just was curious what that percentage related to. thank you. great report. appreciate it. thank you. commissioner. thank you, president morgan. thank you very much. chief malloy. i just wanted to remark again that this

chart that you've created on page two, the key performance indicators, is helpful. and again, to be able to follow it out through the months as well. in terms of those overall monthly dispatch numbers, i'm assuming, chief, that december in terms of that higher number, is it attributed to the holidays or it's significantly higher from november to december in the sense of at least 711, two, five, seven to december 11th, 806? so do you have a comment on that, chief? i think in general tracking year over year, december is and you're talking about overall call volume, correct. is when more people start to get the annual flu viruses and other airborne sicknesses and our our

trajectory of our call volume typically starts to we see the uphill climb december, january, february before it starts to come back down again, as well as seeing delays at hospital because they are also being impacted. so the overall call for ems in general starts to increase in december on an annual basis. okay. thank you. that's a heck of a lot of numbers. yeah. in terms of staff that runs for members of our department. again, thank you very much for this. it does help us greatly in terms of following what's occurring. thank you chief. thank you. thank you, mr. president. thank you. commissioner nicosia, and thank you for your report. chief malloy. i have no no further questions. all right. thank you very much. thanks. okay. budget, i think we're going to go to

commissioner. i mean, public comment again. not yet. not until. okay, i guess we're finishes her portion. excuse me. chief sloan will be making a thank you report. good morning. good morning, president morgan. vice president. frazier. commissioner. collins. commissioner. nakajo. chief tong, command staff. and kathy, i'm april sloan, and i'm going to give the report on the community paramedicine division. could you move the microphone? yes. speak into the microphone, chief. thank you. better. okay. i should have printed that bigger. let's see. so back in november, chief mason is working on. he presented to a group to provide an update on the progress where he is trying to secure the framework for us to build for our responses for street crisis. as a mobile crisis response team. this is a

really comprehensive and enormous undertaking on his part. it requires a lot of work and if we're successful, i believe will be one of the first ones. so he's doing a very good job proceeding in that process there. and then in november, i also was a panelist in a presentation for nami, the national alliance of mental illness here in sf. they had a discussion of crisis response in san francisco. other panelists were from rps citywide and urgent care. on the 11th of december, chief mason attended the interagency committee on ems meeting. he is now a member of that board, and he provides feedback on the nemsis data, which currently is very ems specific, but they do need to start including aspects of community paramedicine in that. and so he is providing that guidance. and then there was another panel in december that consisted of myself, chief malloy, chief pang and eric

silverman, and sergeant laura anderson from pd to discuss the implementation of sb 43. as san luis obispo and san francisco were one of the only places to implement that over the last year, all the other counties in the state now have to start implementing it as of this january. and there were, you know, questions about how we had implemented it and what it looked like. and that was a presentation to the ems medical directors of the state. so that's great. in november, we had interviews for operation section chief. this was to replace my position. we ended up selecting dan nazaret. he was hired by the department in 2012. he has served in station 49, ems six as an incident commander and with the b.h.u. he is doing very well stepping into the role, and i know he's going to continue to be an asset to our division. i also want to mention that i did

not realize when i took this role that turkey carving was a requirement for the mess. so reporting out on our on our units specific here we have ems six. in november they achieved where is it. oh so yeah i wanted to point this one out. so in november they achieved a 71.43% reduction of the top high users in the city. these were people who were primarily making multiple calls in a day. and they worked very intensively on those people to get them stabilized. sort has done a great job transitioning more into a wraparound service, as opposed to responding to overdoses on the pattern, and i'll show you a highlight from them in the next slide street crisis. trying to pull out a hat here. our response times have remained great. it's been actually nice over the last year

that i think we've obtained some stability with street crisis, with the staffing, with our responses and the pattern. there haven't been any new additions, so we've been able to look at over time that, you know, our call volume has been steady, our response time has been good, and we continue to write an increasing number of calls. and pd continues to utilize us as a they have the ability to special call us in the field. so we continue to see that number go up. connections to care. so i mentioned sort and what they are doing in terms of wraparound. so they engaged with the multiple overdose survivor. at summarize they realized the patient was actually in withdrawal from opiates. and they got them transported over to the ed. after they were cleared from the ed, they brought them over to scope for safe recovery and engagement and more care. the person actually ended up being interested in treatment, so they assisted them in getting their medications and then brought them over to healthright 360 for entry into residential

treatment. m6 speaking of their reduction in call volume here, this is how it looks for them. they reengage with somebody that we know who recently had been housed and then stopped taking her meds, so she started calling more frequently. she was transported ten times in a 12 day period. ems six organized a case conference and a plan of action. they encountered her at the ed. they facilitated a referral to door urgent care. they talked to door urgent care, who kept her overnight, and she was admitted to an adu, an acute diversion unit. that's a two week stay. the following day, and she ended up restarting her meds and her utilization has declined again. update on shelter access. we now have access to shelter beds on the holidays and weekends. this has been a long standing frustration of the members to not have that, but we have partners within the healthy street operations center that had beds available and a way to make referrals. so that

is now in place and we're thankful for the partnerships for that. and then during the second week of november, street crisis in one week ended up encountering three separate families who were seeking shelter. street crisis. and cp5 worked very thoroughly to secure placement for all of them, and the department of homelessness and supportive housing has enacted some changes to make some room in the family shelter system, which worked out in this case. and then to conclude, mayor breed ran into a street crisis team that happened to be nearby over the castro theater and thanked them for their service. that's community paramedic jason freeland there on the right. that is the end of my report. thank you. thank you, chief sloan. at this time, do we need to go to public comment? yes, we do, president morgan. okay, i do not see anyone approaching the podium, and i do not see anyone on the public comment line. thank you, madam secretary. are there any

questions for chief tong? i mean, i'm sorry, chief sloan. i'm sorry. i'm already. i'm already giving you a promotion and changing your name. i have a question. may i thank you so much, chief sloan, for your report. i think there's a lot to say and a lot to learn from this. and all i want to say is, from my experience, when i worked as a nurse, this the figure that stood out to me in this was how many people stay in the community. the percentage on each page is over 50%, 70%, 64%. i mean, that's a that's a remarkable number. but that is reality that people don't. if they are, they don't want to leave. they don't want if they have capacity, if they don't meet criteria for an immediate need, cigarettes, water, food. but they're not going to accept, we cannot force them to treatment. but then our information is sent to the office of coordinated care, and

then it is on them to do some outreach and some follow up and try to engage with them on that level. but i think your, your, your charts and what you're tracking tells the story of how difficult it is and how complicated it is, and how many times people have to be engaged with in order to have a desire to change or to receive help. so anyway, i appreciate your report very much. thank you. any other questions, commissioner nakajo? thank you, president morgan. thank you. chief sloan, just out of curiosity. when we had our soar teams go out and first generated our services with mayor breed's efforts, we focused on for a period of time on the tenderloin. i know that we have numbers that can denote how much service units we do, such as an area of tenderloin. i'm curious, and i don't need an answer today because it's not

going to be able to be able to do that. but at some point, i'd like to know what the impact of the sixth street corridor between market and around townsend is in terms of overdose response, in terms of overdose, or in terms of us response? all responses? yeah, it goes without saying. i was down there the other day, and i think we all know how bad it is. and i know that the tent sweeps and the sweeping of the tenderloin and all the other civic centers have improved. but those people, folks have to go somewhere and they're starting to show up. i know in my neighborhood they're starting to show up as well. and i just am curious because the concentration on that sixth street corridor was profoundly troublesome for myself, as i'm assuming with other members of

san francisco. you got a response to that, chief? i know that dmac has. it's very much on their radar to refocus on sixth street and sort of evaluate what our the reasons people are there, why they're congregating out on the street, and then identifying agencies that might be able to provide a solution. so i think it is going to be a coordinated, multi-agency effort to get results on sixth street. yeah. and i appreciate that answer, because i don't think there's any way that one unit of services can deal with that in terms of the police department or our department, the fire department or our source teams or any other level, the population seems to tremendously be a larger amount of individuals comparative to anything that i saw there. and it's almost like. an open territory in my interpretation,

in my opinion. other than that, i'd be curious as to how what it looks like as we start to move forward with this new administration and with our concentration. so thank you, chief, for that. thank you, mr. president. thank you, commissioner nakajo, and thank you for your great report. chief sloan and i. chief, i mean, commissioner nakajo kind of alluded to it. hopefully. i know we're under a tight budget and i hope there is no change to the street crisis teams and response teams. i think they're very vital for this city. and what you guys do is so important. and i'm a big fan. thank you. so keep up the great work and thank you for your report. that's all i got. thanks. should we move on

to. i think we can call for public comment on chief sloan's. is there any public comment? i do not see anyone approaching the podium or anyone on the public comment line. we can move on to item number five. item number five. overview of the city's budget instructions and process for fiscal year 2025 to 2026 and 2026 to 2027. discussion presentation from mark corso, deputy director of finance and planning on the fire department's upcoming budget process. overview of city's budget process and timelines. mayor's office budget instructions and fire department budget updates and priorities for the upcoming budget process. good morning commissioners mark and chief mark corso. finance and planning here to give a

little update on budget instructions that were received by all city departments last month. this is kind of the informal kickoff to the budget process at the commission level, even though obviously we seem to talk about budget in some capacity every meeting. but as far as the actual proposal for the department and that entire process that's been kicked off citywide, this is an overview, general overview, citywide, not really into the department. the next two meetings will go more in depth on specifically the fire department budget. but this is just a relaying of some of the recent updates the city has put out regarding overall economic health, as well as what the instructions are for individual departments. obviously, there is potential for some of the change in this. with the new administration coming on. we'll touch on that briefly a little bit, but just want to give a very brief overview. here's a brief review of the process over the next few

months. this is very much same as in previous years timeline wise. the one big change to that was the one year in 2020 when covid was here, that process got flipped upside down. we're back to a regular cadence and reporting timelines that we've had historically. this obviously will be a two year budget, which the city has transitioned to. for us, it's a rolling two year budget. so last year's budget process, we completed the budget for the for this current fiscal year 2425 and 2526. now we are reevaluating 2526 and we'll be moving into 2627. so it's always been a rolling two year budget that allows for some planning in the out years, but not too far out with regards to an individual departments budget. we receive the instructions and overall view of deficits. in december. we, the department needs to, along with all other city departments, need to submit a budget to the mayor's office.

on february 21st. the mayor's office reviews all the departmental submissions and then must submit a balanced budget to the board of supervisors by june 1st. we attend our hearings over the course of june and potentially into early july, but generally the negotiations get wrapped up at the board level at the end of june and then the hearing. the budget is then heard at the commission, at the board of supervisors for approval, generally in july. so most of the instructions for departments come from the city's five year plan, whichs kind of a joint report between the mayor's office, controller's office, the budget and legislative analyst at the board of supervisor's office, along with a few other parties, to take a look at what the city's projecting over the next five years, both from revenues, expenditures, other

issues coming up, other external issues, and then they compile that into a report that was released back in december that drives the budget conversation for the subsequent two years. this is kind of a breakdown of kind of larger structural issues, not necessarily on a department by department level, but overall facing the city, as i mentioned, external factors, which we'll touch on briefly, but that document is required to be presented and is posted by the controller's office. and that drives the numbers in their drive. the budget process going forward. so in summary i'll give a brief summary and then we'll get into just some of the deficits that we're looking at. so the main messaging and has been for the past few years is that revenues are anticipated to grow in the outgoing few years, next five years, but expenditures are as well. and the pace at which expenditures are anticipated to grow is quite

a bit more than revenues, unfortunately, which results in an overall deficit growing each of the subsequent five years. many of the increased costs are related to salary and benefit increases over the next five years. that's a big chunk of it. in addition, the city has a variety of mandatory baselines and set asides that are required. some of them were modified and or added during the last election. those need to be factored in and those obviously increase costs. the baseline cost of the budget. these current projections do not factor in a recession. that is an additional external risk, as well as some of the changes at the state or federal level. the state is obviously going through their budget process. if they have some budget reductions, that may impact city programs. if those programs need to be backfilled, that's obviously going to have budgetary impacts for the city. and on the federal side, i think there's obviously with the new federal administration, there's some concern that some federal funding will be taken away

specifically, at least initially. the city has about, i believe, about $250 million in potential reimbursement from the pandemic that's still pending at fema. you may have read about it in the news, in some articles highlighting when the budget instructions came out. but there is some significant concern that we may not the city may not see that at the end of the day. so those are all issues that are kind of hanging over there, currently not factored into the budget projections, but we will see how things progress on that front. so in total, here's a table kind of representing the crux of the financial report. and essentially it's the projections over the next five years as compared to where we are or what was approved last year. so we're doing a two year budget that is the first 2526 and 2627. over those two years, there is a 253 and a $623 million deficit in those two years, respectively, for a total deficit of about $876 million being projected. as you can see,

that increases over the outgoing years. that assumes that there are no changes into the budget, that whether they're structural or whether they're independent, the report does not assume any changes. so generally, the instructions which are this year, which we'll talk about in a second, is for reductions at the department level to be ongoing. and so if that was a $5 million reduction per say in the first year, that that would continue in each subsequent year. so this next slide here is more of a graphical representation. obviously the city is trying to close that gap. you can see the blue line there represents revenue. so good news is that it's increasing not at the level that the city would like. and when you compare that to the expenditure growth you see that middle ground there as that deficit that needs to be solved. moving on to some of the budget instructions. so the mayor's office, mayor breed's administration provided

departments with some guidance and instructions for the upcoming budget process. the three priorities communicated by mayor breed were maintaining city core services. continuing significant progress with regards to homelessness and mental health treatment, and looking for and identifying efficiencies not only within individual departments but across city departments as well, to create potential fiscal and operational savings from an efficiencies perspective. the actual budget instructions from a from departments as to what we should be or requested to submit, i should say permanent reductions, ongoing reductions in the amount of 15% of general fund support for each department beginning in the first year and continuing into the next year. for us, that's pretty significant. i know we'll talk about it in the next upcoming meetings with that actual impact means, but that equates to about $21 million. and for us, that

will that there's no way that we would be able to provide that without dipping into staffing, frontline operational staffing. and so that's one of the concerns we've had this year, which is no different from in the past as well. the other instructions were to reexamine any non personnel expenditures, contracts, equipment, supplies, anything that's not related to personnel to find efficiencies and savings. and then thirdly would be to not add any new positions and potentially eliminate any vacancies that are no longer needed in the department. and these are all, again, citywide destruction instructions. a couple of policy changes came with it. there is currently a citywide travel ban from the mayor's mayor breed's administration, and in addition, there are some continuation of some budget transparency legislation that was passed that allowed public input into the budget process. as we get into the schedule, i just want to

assure everybody that the current proposed schedule meets all those requirements for transparency. so that should not be an issue. and we've had no issues in the past with that. again, some of these instructions priorities may change with the new budget, new mayoral administration most likely that will be during the mayor's phase of the budget. if i had to guess, which is from when department submit in late february through when they mayor needs to submit to the board in june. so a lot of those conversations are going to be ongoing. priorities will be if there's new priorities will be kind of dealt with. at that point, i don't see at least it hasn't been communicated to us that any of these specific instructions will be changed before we submit. so i imagine most of the changes or reprioritization citywide will happen during that time. this is just a general overview, similar years past for the budget process timeline citywide. i talked briefly about this before, but so back in december, budget instructions came out. the joint report five year plan

was released, giving budget feeding budget instructions early 2025. the six month report is issued. we're currently working with the comptroller's office and the mayor's office on our own. individual six month report for the department. february 21st is when budget submissions are due citywide to the mayor's office in march through may. those few months, there will be an update to the city's five year plan, the joint report, just if there are any other changes, if there's anything new known from the state, and then a nine month report will be released as well. june 1st, the mayor submits the budget to the board of supervisors. june will be budget hearings and our negotiations with the budget and legislative analyst. and then july 25th, the budget will be considered at the full board. and then briefly, this is the commission timeline. so this is just a general overview of budget instructions and the five year plan. not getting into too many specifics about the department. next meeting january 22nd, we would

schedule or propose to schedule a budget discussion that delves a little bit more into specifically the fire department budget, and that would continue into february. at the first meeting, we would hope to have a budget submittal for your approval. if there are outstanding issues, we haven't had to do this much in the past, but there is a time frame for a special meeting following that if needed. to address any other issues or answer any other questions. and then on february 21st, we submit our budget as a department to the mayor and controller's office. again, this meets all transparency timelines, and so there are no issues in that regard. and with that, i'm happy to answer any questions, provide any other info. and also i can follow up offline with any additional info that's requested. thank you. i had a quick one, mr. caruso. just reexamining reexamine the non-personnel expenditures. does

that mean we're going to lose our $100 a month stipend? that still shows up as a personnel expenditure? so i think that's all right. all right. thank you. go ahead, commissioner. thank you, mr. corso. yes. very clear. i just wanted to ask, and this may be too soon, but there was an item that came out in the news that the governor it was either yesterday or the day before announced. there is no deficit in the state of california. and then the next day, the conflagration disaster fires are happening in southern california. i'm wondering if there's any relationship to this process and whatever the is coming out of the governor's budget, although it seems to be up in the air again. do you have any thoughts on that? absolutely, yes, i think it is up in the air. it was up in the air before the fire as well. i think there's just a lot of

unknowns at the federal level and what their budget is going to change, how it impacts the state specifically. i would say generally with regards to the state budget changes, there do not necessarily directly impact the fire department per se. we don't rely we do rely on some state sales tax revenues, some other things. but in general, it would be more of an indirect impact where the city is then forced to backfill funds, and that decreases the overall pot that the city has to allocate to individual departments. filling in where a deficit may occur because of a different configuration of state funds. yeah, depending on how that budget is adjusted. yes. thank you, thank you, thank you. as always, very clear report. i would appreciate seeing at some point sort of a classic sources and uses for our budget. i to get some clarity on just exactly what our revenue stream is and

especially during the next few months when it's up to the mayor, you know, when we'll have a little bit better sense of where we are. and then i think we can talk about where we're most at risk for the revenue stream. and absolutely, i will include that in the presentation for the next meeting. in general, we are very heavily reliant on the city's general fund versus individual revenues, but we can break that out. no problem. thank you. yep. thank you. president morgan. director corso, in terms of the transition of mayor breed's budget, staff director to the new administration, mayor elect leary, has the personnel changed within that working structure with us, the department, or is

there some continuity? you mean at the mayor's office, sir? correct. as of right now, we still have the same analyst. there has been some changeover as the mayor's budget director. not from a administration change, but more from a maternity leave change. so there's been some a little bit change over there, but for the most part on the budget side, we have a constant relationship with the same people there. all right. so the timeline again, for us internally with the calendar is that somewhere around february we our commission starts to finalize our budget. and for the mayor, that time period is like in may. and i'm assuming there isn't a budget chairperson for the board of directors yet. i don't believe they've had that process done at the board yet, but they will redo, especially with the turnover at the board level. we'll do our outreach in general with the new supervisors, but i don't believe they've formed all their committees and chair people for those committees. all right. just as a point of

information for this commission, how many new supervisors are there? i believe there's five. yes. it's going to be quite a learning curve. absolutely. all right. thank you very much, president morgan. thank you. director caruso. commissioner nicosia, mr. corso, i got my mic on. you spoke of the federal aid for the covid 19 that the new administration might block or whatever. how much of that is it? 200 million you quoted? i believe that's what they have, about 200 or $250 million pending that they've submitted. the city has not us as a department, but the city has submitted reimbursement for. how much of that would you estimate would have went to the fire department? if we get it, i would have to look back at what our claims were. it's a smaller portion of that, probably, i believe, i want to say a couple million dollars, but it was curious. yeah. yeah, that's it's generally treated as a citywide

ent where we're not held accountable for that in our budget. thank you very much. yes. any other questions for mr. caruso? thank you. thank you for your report, mr. caruso. great report. is there any public comment, madam secretary? i do not see anyone approaching the podium and there is no one on the public comment line. we can move on to item number six. fire commission, annual statement of purpose 2025. discussion and possible action. discussion and possible action to adopt the 2025 annual statement of purpose. thank you, madam secretary. at on this topic, is there any public comment? there is no one approaching the podium and there is no one on the

public comment line. thank you, madam secretary. so, my fellow commissioners, is there any discussion or questions about our 2025 annual statement of. purpose? no questions. i see no changes that i would suggest. okay. and if appropriate, i would move adoption. okay. do i have a second i'll second. i second okay okay. thank you. president morgan, how do you vote i vote yay commissioner nakajo how do you vote? the motion passes. thank you, madam secretary. item number six. number seven. pardon me. adjournment. okay. at this time, i adjourn the meeting. thank you all for coming. happy new year. meeting adjourned at 10:57 a.m.

thank you. fire department ems at station 49. i was born raise in the oak land my dad is mexican my mom is black i was playing soft ball this hayward and directly behind our soft ball field is an empty field.

and almost every day at practice i saw this tiny woman leading the big people in work outs and eventual low i look in the and found out she was teaching how to do physical trin to get people red to work in the fire department. that peeked my interest. the oak lan fire department was the first fire department i did. i did a firefighter one training program there. that got me into fire whim start the paramedic school i went to city college and fell in love with the city. i did nile internship at station 49. it was wonder. . i learned the san francisco wave doing things. like the wild, wild west, every day. i loved it was a family environment here. that made mow say san fan fire department, that's i didn't want to be. i avoided science my entire education up to becoming a paramedic.

i failed my first time taking my emt registry. i hope well is nobody out there that gets discouraged if this happens. you have opportunity to take again. i d. i came back. took it, passed and continued to paramedic and pass the my registry the first time. being a woman in the fire department i am a minority here. a minority in multiple aspects. i'm a woman. biracial i'm the only black woman paramedic in the ems position. it is insane and i hope i encourage other women to join this profession that does not represent the city of san francisco. i love to show up on a scene and i can see the comfort in member who men looks like me or my family members they see me and they are comforts.

i hope there are women that see me and see themselves in me and know they can do this job limp i have a 20 month old daughter at home. i would like to teach my daughter it is okay to say no as a woman and have and voice that opinion. and i did a good job of that already. >> i really hope that anybody considering this field schedule a ride along. go to your local deputy or knock on an ambulance window can ask to schedule a ride along. that is irrelevant how diit my first couple ride alongs i saw things that blew my mind and said, that's what i want to do with my life.

[music] >> bring up person that [laughter]. for me it was we had neighbors growing up that were fold my dad he is raising me wrong for having me pursue the things that are not traditionally female roles. and i think the biggest barrier to anyone in general is when you have cultural norms that make you feel like you can't do something that make you doubt yourself and make you feel you should not be there i don't belong. those other big efbarriers i think that is the thing to focus on the most is belong everyone should belong here. [music]

>> wishing we trained women grow in production. and recording arts and so we have everything from girls night classes for middle and high school girls. we have certification academy program. that would be women and gender [inaudible] adid you tell us. progress in the internship frm program where they are working in the studios. they are helping to mentor the youth in the youth programs and the job place am component. most of the time we hire interns instructors in our programs and engineer in our studios here. we have conferences we do all overnight country and we have concerts that we feature bay

area women and gender artists. [music] [music] >> an education forward organization. and so advocacy organization. dedicated to closing the gender gap and the audio and production industries. >> started out of the lead answer, why is there a critical gender gap in this industry that started at city college. why are there so few in this

class i was ashamed i did not have the answer being a feminist. why have i never thought of this i have been in the industry for decades and why have i accept today of all people. it was out of that and unraffling it. actually started the infernship last fall and just fell in love with all the things about women's oshg mission because we are diverse and so many aspects of audio i did not know and i feel like eyes opened up and i gained a lot of confidence in myself and other fells and queer pen thindustry i felt there was more connection and community. ironically my time in the industry is all pretty good. i think what happened is i was raised by a father who is an engineer. i was comfortable being strounlded by men all the time in his lab i was used to technology. when i got in industry my mentors were men and i saw i had a unique importance that got mow in the place i could be fluent and navigate something difficult and it was the norm for me. what if it was not woman was createed provide it for everybody. have this environment you are surrounded by technology and people that are going to support you and get you in this industry in a good way. i have been interested in audio i was never trained in music took piano when i was a kid. i never pursued it because not a lot of women doing that. and my family is not musically inclined. when i want to davis the first time i took a music class there were few females in the class. like a rodey for my dayed was

load you will the mixers and monitors and the giant speakers and gigs and help run out the cables and take things down and set up mics i did all of that growing up and never occurred to mow that that was a field they could at all. and then one i could pursue i didn't nobody else was doing temperature my dad and then i go with him to studios and see -- the men in the studio. dj for 5 years now and comments you get like wow you are a girl dj that is crazy. that is wild. and i have great moments where it does not happen. and they treat me like easy. telling mow what to do they correct mow in ways that make me feel less i sprjs the opposite

and i notice hand's on like you don't know what you are doing rather than asking me. not consistent times it happens. it is like when i talk to other females they are like say the same things it is like funny i know that nice men don't experience tht main thing triggers me when i experience different treatment and that happens a lot in the audio world. industry is changing slowly. there is still that issue making the places that are places belonging for everybody. i don't think so. having a studio where it is not all run by white men like most studios. the studios are only in the word built and run by women. it has been super normalize thered are opportunity for girls

and nonbinary people. you go in school and middle and high schoolers know that this is a field. this is a thing there are many jobs you can have in this field. some producing pod casts to setting up live shows. there are so many things you can do >> wee go in and teach the audio skills and give them equipment. i pads and then teach them how to make music and they get to come in here and will getting the tools to people who don't have t. that is really important to me. that's why i was like wow. i want to be there for other fell and queer people who don't have the opportunity and also to be a mentor for them to really push them to experiment and not going to break it. does not matter if it sounds bad that is the point to try it. i think it is the goal to see confidence what they are doing

and passionate and asking for hymn and excite body learning and excited about making music and it changed my life to realize i'm callented in the field i can make music without being trained to it it is amazing to be able to be part of that process and -- ushering women to the field. we can entirely transform how -- the technology part of what you hear every day. we can put xhg something in women's points of view in this every time. it affects the store and he messaging. think our best example is how we transformed an entire city. place that major artists on tour one of the men looks likeip don't get it there are woman every where i go and the person was like you are in san

francisco. you like oh , you are right it is here. most venues have graduates we are grateful to the city for that reason because than i supported us at the beginning. following your curiosity and interest and don't let anybody get in the way what is presented to you, go for t. no matter what! we are here for a reason. find what it is. don't let somebody else tell you what it is. you are the oldsmobile one that have been can know when you are supposed to do. go do it.

>> thought of my plan as a cio for the sheriff office is doing three things, one inaibt productbivity, make sure we are running a effective shop and the third thing is make sure we provide customer experience, and so combination of those three strategic plan we have. >> very simple, accountability, transparency is basically understanding. what is the interaction with customers. for it we look as something as a commodity. people provide orders. >> the intangible benefits are huge. we have a system that provides services for the city that are intangible in a--[indiscernible] >> i think we are something in the business process. we are able to do all the book ings in time. able to share data with partners. all these leads to what is

happening today, because at the end of the day if this is a--[indiscernible] we get a phone call from the ceo stating that, we there is a problem and that can impact the community and also lives in public safety. >> aligning with the city is critical. [indiscernible] now we have to bring in partners to get better funding and make sure we get what we need and deliver the latest and greatest technology for the operation. >> one thing i want to leave the audience is, be kind to people and be nice to people. and, whatever job you are doing, however minimal it is, it starts with you and be accountable. there is a lot of challenges and we are living in a polarizing community now. look to communities to give back-[indiscernible] there is a

lot of things here and i'm happy to support the sheriff organization to make sure to achieve goals and objectives. >> martin has been spack techural what he has given us. he has given leadership nrflgz management and data sharing, enhanced by his presence and think he isn't the best kept secret for us anymore because dealing with sitey wide agencies and criminal justice partners he is accessed as a member of coit and justice committee to be a leader there as well so we are sharing him with everyone else, but we are happy, very happy with his experience with us and what he has brought to us. >> everything we do in the

tenderloin, we urban outfit. here, this gives us an opportunity to collaborate with other agencies and we become familiar with how other agencies operate and allow us to be more flexible and get better at what we depo in the line of work in this task. >> sometimes you go down and it's hard to get up. so we see ourselves as providing an opportunity for the unhoused to get up. and so i really believe that when they come here and they've said it, this right here is absolutely needed. you can't ask for nothing better. >> the tenderloin is the stuff that ain't on the list of remedies, liked the spiritual connection to recovery and why would i? why would i recover? what have i got to live for? things like that. and sharing the stories. like i was homeless and just the team. and some people need that extra connection on why they can change their life or how they could. >> we have a lot of guests that will come in and say i would like -- you know, i need help

with shelter, food, and primary care doctor. and so here, that's three rooms down the hall. so if you book them, they get all of their needs taken care of in one go. this is an opportunity for us here in the tenderloin to come together, try out these ideas to see if we can put -- get -- connect people to services in a this meeting is being recorded. politic you may begin the retirement board meeting december 11, 2024 at