that was department bulletin 09- 105. there was an indication in june of 2010 that there were no funding for the glasses in the future. in inquiring for the availability, it is costly and may be difficult to burn approval and during fiscal difficulties. for example, language services, the contracts service we have, they offer a course relevant to any language interpreter. the six-hour class taught -- the six-hour class costs $260 for students. the total cost, including for the instructor to of all certified bilingual instructors to stay the course, is $30,000. san francisco state university extended learning has a spanish- english interpreter program. the cost for the six-course program per student is approximate $3,650. the next recommendation -- rank and bilingual officers and bilingual civilian interpreter is by their language proficiency 2 or really match personnel with the complexity of the communication. the department of unum -- the department of human resources certified bilingual capabilities of the city's employ

if that is not satisfactory, the health department will notify the department and the department will suspend any proof met -- permits. it is established by the department of health. if the department received notification from the san francisco fire department, if it is invalid, it will suspend the mobile food facilities and will not be allowed to operate. the department would then continue into the various agencies -- and given some reasonable time, they will revoke the permit at that point. there is a question as it relates to the enforcement of the health code. the health code and administrative codes beyond the jurisdiction of the department, in the beginning of the mobile food program, parking and traffic, receiving confirmation stating that they would continue for a second time and received a response. our understanding is that traffic regulations will be enforced. the permit provides a time frame. it doesn't mean the public and that receives a permit will be there on those days. there are no parking spaces available. they need to move on in those specific cases. and the depart

in this case, the police department. i will use that example of the fire department sale. if there is a surplus property ordinance which currently states that any sales of surplus property, the proceeds need to go to affordable housing first unless the board of supervisors directed otherwise. we would work jointly with the chief to formulate a communication to the board seeking those funds not in this case going to affordable housing, but returned to the home department. it is a board decision at the end of the day. president mazzucco: there was an excellent question. the public may say the commission had this in front of them, we voted to turn it over to the real estate department rian hob i have seen this done before. the old central station. -- we voted to turn over to the real-estate department. i have seen this done before. it went to a nonprofit. the city sold it. it is an art studio and a private residence. talk about and read. is there a possibility for this? also the old northern station, what is the current status of that station and the old mission station in th

part of the departments all -- part of the department's obligation, to what extent are bilingual officers and civilian employees providing services? the quality of interviewing a suspect, interviewing a witness, with an officer is of a different quality than if you are relying on a language line. we would suggest that the department -- originally, the problems were not attracted. four years later, we suggest the department began tracking the way services are provided so that we know if it is all language line or bilingual officers and civilians. that information will become critical when the department is providing its budget, being able to allocate slots for individuals who are bilingual or being able to look at those services becomes critical. a part of that is in the continuum of who can provide services. bilingual officers who are qualified provide services but also civilian employees who are qualified. since 2007, the department has yet to put together a list of who those civilian employees are. that would widen the pool of individuals who would be qualified to provide interpreted se

by department. you have shown us the difference in spending over the last few years and the marginal changes in how things are being spent and what the marginal changes will be between this fiscal year and next fiscal year, but not overall what we are spending category by category. what are the accountability metrics that we hope to achieve? how is this moving forward? i do not see that. >> you are right. that is not on this slide. the first part of the question is easy because we can break down the $62 million. the second part, the accountability issues, is a little more difficult. some of the mou's have performance measures. but for example, if the department is obligated to perform services for us, it is a mandatory service -- by charter, we are obligated to use the city attorney for services and pay them for services. we, the mta, do not have enough expertise or skill set to determine whether the legal services are, you know -- those are the kinds of questions you are getting too, and, you are r

the department of unum -- the department of human resources certified bilingual capabilities of the city's employees, including members of the s.f. deede. it is a tier one city department with a separate budget. there would have to develop a system to test and rank the efficiency of bilingual members. the resources to do so would be costly. one individual member costs about $150. the next recommendation was to equip officers in the field with cell phones to access a phone interpreter when a qualified bilingual officer or civilian interpreter is not available. due to the current budgetary constraints, as a result of the poor economic caught in -- the poor economic climate, equipping every officer with a cellular telephone would be prohibited. no cellular telephone has been issued to individual officers. the next recommendation -- develop an in house translation unit that translate documents, forms, materials, and presentations for the department. the department directs all translation to the language access officer who is a member of the community relations unit. the officer is required to

rates for all other city departments. we would like to note though that in practice, recology has actually provided a 29% discount to recreation and parks. there is also a recycling incentive program, and it is sometimes referred to as a diverse and discount, based on the volume of waste that departments are able to divert. finally, there is a cap credit, is essentially the city may receive a credit to cap the city's costs under the contract. as applicable, the city receives that credit, which is distributed equally to general fund departments. there is one last price adjustment which allows recology annual cost of losing adjustments, and that is the cola increase. the office requested information regarding rate increases since the inception of the contract. so we would like to provide you with that. and willie, recology -- and willie recology provides the right books for the rec and park the permanent separate rate books for all other departments, reflecting the rate discounts described. this tabletilizes a sampling of p

what the building department does. the deadline for this legalization is january 19, 2012. the planning department have announced that only one dozen property owners have come in the last three years to legalize. some say there are 750 to 1000 buildings in question. there are 7000 lots in question, we know that. maybe 1000 buildings of this nature. maybe 1000 or more small businesses. had the fact that we had 12 people applying says a lot about how this process is not working, how the notification was not done correctly. some progressive activists have office users to move downtown, to leave to wherever it is, leaving the space for heavy industry even though there is no need right now. the progressive activists have long been looking for the january 19, 2012, as they can start making complaints to the planning department and ask them to visit these places to check the permits of the small businesses that are there and see if the permits show office in the eyes of the planning department. the planning department must re

, rather than looking askance at it and assuming that every police department and employee in that department -- is not fair. >> mr. hanlon? >> i think one thing to keep side of -- sight of, if we're giving people the power to carry a gun and arrest citizens and put them in jail forever. we talk about how we deal with this situation, to minimize it and say it is just a few officers, the department is generally ok, that there is not a culture here, whether it is a code of silence or a code that we can do what ever we want, it is not dealing with the problem. [applause] i believe that it has to be dealt with. but it cannot be dealt with by minimizing it and saying there's too much media about this stuff, that it is not fair. it is fair because the police are given this incredible power. more than anybody else. you know, i can deal with a cop in court, but i will not mess with him on the street, because he can tell me or arrest me. there has to be a standard -- he can kill me or arrest me. there has to be a standard. ianne is talking about her clients are basically on the street. this is not a m

it includes three large departments -- human services agency is the large department, and then planning. we're calling it the mission corridor. vs. city hall. it is a nice name for our area. >> the consolidation or services we would perform, is there a cost associated with the departments that are essentially saving what they would have performed that we end up being a host to those functions, and can we on our recovery cost be able to charge for that, or is it part of this, i guess, objective goal to reduce operational costs? >> we've made it clear that dbi is not the cash cow for this project. they are very rigid voluntarily working with us in terms of purchase of the equipment, power, what needs to be done in terms of capital improvement. we're working on trying to figure out how to charge rent and electricity, whether it is metered or some way. we're going to share in the cost, the benefit for them is they will not be located somewhere else where they did not want to go. there is efficiencies that can be in terms of just bought efficiency, which is i am not going where i do not want

there have been a general fund supported department. the municipal railway, which runs on our clean green greenhouse gas free power pays us about $4.9 million through 333 megawatt hours. our cost to provide that power is $11.3 million. for the mta alone, our subsidized power provides a discount of $6 million from what our costs are. if the mta had to secure their power through pg &e, they would be paying $13.1 million. we charge them $4.9 million. they would charge and $13.1 million. because we have such an efficient, low-cost system, our subsidy bursa's cost is $6.6 million for it looking at the bottom of the page, our total subsidization, because our rates now currently set are below cost, it is about $23 million. the goose that lays the golden is often what i call the hedge hajji -- hetch hetchy local power system. it has served us well for a number of years and we had been able to provide subsidized rates for public service like the municipal railway or general hospital, or even city hall. because our costs now on this aging system

we selected five departments.epartments with the highest dollar value mous or city attorney, belize, 3 random additional been part of ,311 call centers, and the office of treasurer and tax collector. the audit found that in practice, there were times when the mta all-out performing departments to not complied with some of the provision for where mta did not follow its internal work order policies and procedures. in other instances, the terms to not include enough information about rates to facilitate the review of billings. the majority of these findings did not result in large errors in payments but show instances where the internal controls a and themous could be controlled over conflicts and billings of the future and prevent errors that could be significant in amounts. over the next few slides, i will provide some examples of the primary issues we saw occurring with some examples. billing cycles in the mous are quarterly, but not all of them are billed quarterly. mta should make sure billing cycles are appropr

we are wont be making our department proposal on january 18. -- going to be making our department proposal on january 18. i sent a complicated xl sheet for a wish list for next year. if you could have more positions or need more money in training or materials and supplies, please let me know around the 23rd of december, so we can look at that internally and make sure everything is included in what we present to you. it would be great if you have priorities that you would like us to consider, if you could also let us know that as we can build it in what we're doing the balancing. we're going to look at revenue for next year and balancing that against the request so we can have a balanced proposal. wanted to give you an update on where we are. >> thank you. commissioner walker. commissioner walker: do you want us to send our input to the director? >> you can either send it through some yeonya or -- >> that would be great. >> essentially one of the goals would be to increase efficiency through data, technology or operations and accelerating in some instances through the sufficiency the abilit

city departments. our recommendations, we estimated would save $1.4 million annually. the board approved $300,000 of those savings during this year's budget review. there are 33 different mlu's covering these types of pay. it covers 52 different departments, not surprising that there are a lot of inconsistencies and imipractices -- impractices in application implementation. lead worker pay is when a worker gets compensated for supporting a supervisor. there is a large geographic area for other reasons. if you look at the cost, $3 million annually. the public health has the largest cost. a lot of this is for nurse pay. the lead pay provisions and mlu's the charge nurse provision must specifically defines the responsibilities. the other departments are mta, public works -- they account for most of the costs city-wide. the city does not have policies for how the lead worker is applied. the mlu's are not specific enough to serve as guidelines on how to implement the pay category. other than the charge, the

what's the police department has access to all dassn't -- >> the police department have access to all data we do not have, whether it's been a police report or an allegation for police report. >> i read both sides of the memos. the issue i am hearing is the police department and of doing the investigation anyway. they have access to a computer system not everyone has access to. i have heard from both sides of this issue. i just want to share with the commission to regard region with the commission. >> i think the director stated our position. >> i think we need to track itself . the issue is an in-house issue. >> if i just might respond to your statement about the police department of the investigation anyway, the occ receives complaints from civilians around traffic stops. the civilian will complain they were treated badly or harshly by the officer when they were stopped, that they were racially profiled and that is why they were stopped, so the department provides us with data on whether or not an officer entered a traffic stop, and what i will say is that occ has tirelessly provide

over the years, even during the dotcom boom, our department and i grow like you saw other departments to do so. only minimum-wage bill -- only minimally with natural growth. the budget analyst contract, the capper, and our labor costs make it 93% of our department's budget. the remainder is about $800,000, and i will commit myself to looking in every corner to look for potential cost-savings, as we have in prior committee direction. now to turn to the guidelines. the charter provides that the clerk will have charge of the legislative record, classified staff, and the office. the draft budget will anticipate the boards similar number of files needing to be processed. a. current number of standing committees that will comply with did demands of the requirements and generally hold the current -- clark's death and the sources constant while reviewing for cost savings, reorganization opportunities. finally, i would appreciate direction from the committee. if it is different than what i plan to put in the draft budget, which is the configuration or allocation of resources as it pertains to

we have just received information from the department. we will be having the various recommendations on at this item. but as of this time, our recommendation to you is to continue the resolution so we can complete our analysis. supervisor chu: thank you. let's open this up for public comment. are there members of the public who would like to speak on this item? seeing none, public comment is closed. just a question in a given the information that you have received from the department, it sounds like from your report the items that are missing our actual rates that have been paid by individual departments and also what the actual amount that will be needed to carry us through the end of the fiscal year. seems like that is the missing information. is that correct? >> yes, that is correct, and we just received information that will enable us to complete our analysis. but that is correct. supervisor chu: thank you. given that you have received the information, would it be a problem to be a budget that information prior to a tuesday board meet

we have department services, where the department is a mandated provider by charter. for example, the charter makes the city attorney the mandatory legal services provider for the city, so we must pay legal services. the next one is the group of department services, which are discretionary services. we could do these internally, but we decided to work order these in the past. the last is a discussion about the policy nexus, and this surrounds traffic enforcement. the presentation -- could we get it on screen, please? supervisor campos: here we go. >> ok, great. this is a summary of our work orders from 2006 and 2007. the increase has been about $19 million, and these line items are what the changes have been. the biggest change has been in our facilities/power line item. the next is a city function allocation of 9.2. we have seen some increases in department of services where the department has been a mentor provider and its discretionary services. there has been an increase in the policy nexus' group. here is a description of the line items. the biggest has been rent

we will produce guidelines for our department so we have uniformity across the department. we will also be issuing some guidelines in the stand by rome -- realm about duties which are primarily administrative in nature, which is already existing language. one of the things the audit showed is that departments are not defining consistently -- different departments are using different definitions of what is primarily administrative in nature. we will offer some guidance to departments. chairperson campos: right now, are there guidelines that govern lead pay or standby pay? >> no. the standby pay section -- assignments that are primarily in administrative in nature are not eligible for standby. when the department asks dhr for advice, we say it is primarily clerical, people in budget supervision who do not have the technical skills to turn the water off or get the computer systems running. they should be excluded. but we do not have written guidelines on that issue. chairperson campos: right now, you rely on a department calling you and asking you on that? >> we are -- we rely