i'm the deputy city administrator. the juvenile probation is a member of the justice work group however, their data is currently separate from the environment. all the criminal justice departments that do share data, share data through a series of data sharing agreements. our role have been as executive sponsors and we have no access to the data because we are not a criminal justice organization. we just help facilitate the data sharing agreements, structure and mechanism for that. and we do not have juvenile probation data within the hub. as juvenile probation is redoing their case management system, that's a future item for that connection to happen and agreements to be made. >> so we're currently not a source for that data. >> i see. so page 14 would seem to indicate you are but you're just not getting that detailed? >> there's no current agreements between the departments to share that data through the justice hub. >> but for adult probation you do? >> yes. >> that could be because state law intervenes when it comes

. >> i'm the deputy city administrator. he current leases abou leases e exit, this was back to the site. >> that's right. >> we would be building for all of the this come back together to be near the court. whether that includes a jail or not is to be determined later but the $400 million number assume -- >> that's an office space number. >> it's an office space number? >> it is. i mean, that's correct, that's what we're assuming we're going to need in the plan. >> ok, thank you. president yi. >> thank you, chair. is this a good time to introduce amendments? >> yes. >> so i want to thank the team of the office of resilience and capital planning, especially heather green and brian strong for the work leein leading to ts ten-year capital plan today. this is a live, breathing document with a framework to plan ahead for our city's resiliencecy and to help identify emergency needs. again, the question that supervisor ronan is a good one and is this a living document? and i plan do do further changes in the future, but today with

technology, acquisitions, and this reflects the negotiations that i mentioned with regard to the city administrator's office, and i again want to thank mr. barnes for that. on page 11, lines eight through 13, the departments made the case they cannot be in the position of asking every single time they receive information from a third party whether it was acquired through the use of facial recognition technology. this amendment, nonetheless, preserves the prohibition on the city's acquisition of an affirmative use of that technology. page 1 11, lines 21 through 23, places further conditions on the sheriff's any potential exemption from the ordinance, any written information that it interferes wi -->> page 12, lin8 through 21, lessens the administrative burdens on the departments seeking to acquire additional technology that is already subject to approved surveillance technology. on line -- on page 12, line 22, this clarifies existing language in the ordinance to mitigate some of the blowback from neighborhood watch groups. i think it is very clear nothing in this chapter 19b shall be construed to prev

we are working with the city administrator's office. we continue to work with the city administrator's office and all the other departments still going to be moving so we don't have an update right now. i have been working very closely with the permit center director and we know for instance in the initial spreadsheet, $7.8 million in costs, a miscalculation in spreadsheet with double counting so it will bring the funding down. and counted the number of desks applied to d.b.i. on the fourth and fifth floor and overstated, we don't have anything final to share and part is because the city administrator wants to coordinate with everyone before releasing to make sure we are on the same page. so hopefully at april's meeting i'll be able to give you an update on the new costs are. fee waiver, i won't take a lot of time item six, already discussed, but we did work with the mayor's office, looked at some projects to use as a sample. i'm not really clear if i know the exact amount will impact the next fiscal year for a variety of reasons, but an

the community ambassadors program was another area of interest that is run out of the city administrator's office. this trains residents to act as a safety presence in targeted neighborhoods and to engage and inform members of the public. the program typically has 30 or 35 ambassadors at any given times and they work in teams in the bayview and chinatown and tenderloin and the mission and in visitacion valley. and finally, the sfpd has increased the number of foot patrols since 2016. that is shown here. so this is a sort of three-year span. you see down at the total there were 49 foot beats in 2016 and it increased up to 144 as of march 2019, so that has also represented a significant increase in the ratio of foot beats across sector patrol. so we were asked to look into the language ability and racial and ethnic background of community ambassadors and also of foot patrol officers. according to the police department foot beats, assignments change based on several factors, and as a result, the department was not able to provide the racial ethnic background and the language capablities of th

there anyone from the city administrative office here? please come up. >> good morning. >> supervisor fewer: mr. goldman brings up a very good example here. the office of civic engagement, every single personal -- this is ongoing work. i believe the board has actually adopted language access, ordinances if something ising on going. this is a commitment that the city and county has made to our immigrant community. yet, we see every single employee being exempt. why dozen this happen? some of these employees have worked over three years in this department. i thought there wassa there wasy 18 and category 16 is seasonal work. some these poxe positions are professional positions. can you speak about this? >> thank you for the question. i do agree with you. the situation out of o.c.i. is not a good one in terms of the use of exempt categories. we have completed an evaluation of the division over the last few months and consultation with d.h.r. and have identified a number of positions within the agency that we believe should be converted to p.c

identify the needs and serve the communities and then four to ensure equity across city funded services. the chapter one of four data collection effort under city administrator's office, our office works to support the departments in collecting those reports annually. the guidelines were developed from d.p.h. to help departments really ask these questions in a respectful way. furthermore, departments are to work with their contractors and grantees, to also do this work, as well. compliance plans, and i'll show you a timeline here shortly, originally were due in september 2017, as well as annual data analysis reports that are due at the end of the fiscal year, and we just finished the pilot year of 17-18. those reports are to include analysis of the data as well as identify direct services where lgbt individuals are underrepresented or underserved and then to describe steps in which departments are working to make sure that services are more equitiable. so as discussed, the departments that are included that will report share after me include the department of public health, department of homelessness and supportive services, department of human services, depar

will be able to provide a better report to the city administrator's office. we were asked specifically to talk about additional training efforts and plans. h.s.h. currently connects department and staff to trainings offered by h.u.d. and specialized trainers in the community. we are hard at work for a 2020 training plan which if resourced will roll all to all providers. we are including lgbt all access training and cultural humility work within that training plan. while we have significant work to do to come into sogi compliance and work with this initialation, there are plenty to be proud of. we are proud of our work with existing nonprofits in the community that have been on-line many years to serve the queer community in homelessness and transitional age youth is 50% lgbtq. some of those are referenced on this slide. h.s.h. will continue to focus on our homelessness response training plan, and as data becomes available, intends to integrate sogi compliant data into our hsh management dashboard, which is how we review and quickly detect issues if there are i

brian strong from the city administrator's office. >> thank you. rian strong with the office of resilience and capital planning with the city administrator's office, naomi apologizes, she is unable to attend but asked me to make a few talking points about what we're doing. sort of following up on the question about how to make our -- how to acclimate our buildings to be better able to respond to heat and air quality issues. our office has been coordinating a group of city hall fellows -- i should say a group of very dedicated, smart, active, young people that we were able to set a pool in around the executive director to look at our facilities, and to identify the facilities that we currently -- that we could currently use or that could be somewhat easily ret fide retrofitted to e used as a cooling center and heat respite centers, and future facilities and how we should be thinking about future capital projects and so forth, when we're designing a rec center or something else. how can we make sure that we're thinking about heat and climate. heat, cl

the bikes the city administration has cleared and now unloaded here on the fringes of the capital every major chinese city has bicycles cemeteries like this one the remaining rental companies have to take back some of them nobody knows what will happen to the rest. more bike is grappling with new regulations for bike sharing in this city seven hundred fifty thousand of its bikes can be found on the streets of beijing the government won't allow them to deploy more on peak days their bikes can wreck up two million trips. or so i think many new business models need a phase of irrational competition but in the future this industry will become extremely environmentally friendly and sustainable as. every ride is recorded by the system not only knows how many of its bikes are being used it also has to be able to tell at a given moment where each is located just like. the way that all rental bicycle companies now have to install live monitoring systems the data from them is also transmitted in tandem to the government here. but people like mr doom even more importantly he collects scattered ren

conduct a report on the issue and it had been flagged the usage may be out of alignment with the city's administrative code. the code provoid vides -- provides for 130 city owned vehicles if there's a criteria including an employee being on call and focussing on emergency response. however, the analysts found 247 city-owned vehicles across 14 departments are assigned for personal use. more than double what's accounted for in theoid. -- accounted for on the road. i am calling for a hearing on the matter at the budget and finance committee to understand the criteria and justification for each of these vehicles and ensuring we are preventing any abuse of this practice. and today i am requesting the city attorney create a fund capping 50% of all future excess education and revenue augmentation fund money resourced. -- received. i joined the bond planning meeting and we receive the news the bond capacity has grown by $200 million and that could mean a housing bond of $500 million. while this is fantastic news, we know the need is far greater. there's a significant missing gap for existing affordable missin

in 2014, the planning department, the office of the city administrator began a robust process to update the preexisting strategy. they will expand their focus to the tenderloin and sixth street. our office has worked on business stable statio stabilizd attraction to support larger neighborhood goals. elements of the neighborhood strategy implemented to date and some of our most recent efforts may have an effect on open-air drug deals and workforce developments are intended to create inclusive environments to contribute to neighborhood vitality and do not address all aspects of air drug dealing. >> first, i would like to review our public safety and community building efforts in the central market tenderloin market including the block safety groups, and efforts to activate vacant storefronts and spaces. our office has worked with a number of nonprofit spaces. they are programmes to hire individuals to have a presence in the public spaces. the roles may very deeply depending on the ambassador programme. the main programme is to have eyes on the street, assist individuals and provide those

more detail on the work orders for city departments, the majority of it is with mocd for affordable housing services. we also have a work order with the city administrator for rent, we have funds for our audit accounting services and workforce development, i.t., and $50,000 for the city attorney's office. so this is just a summary of our budget by our cost center. the total is $641.1 million. you can see the different project areas laid out here and the projects encompass the operations, and just note that these figures in here incorporate the affordable housing and staffing cost into the different projects so we had a couple questions from the workshop in january that we wanted to spend some time addressing right now. commissioners had a question regarding our outstanding bond portfolio. it was a little less than $900 million with interest rates ranging from 1.628. 4%, regarding the two new bond issuances that we have planned for next year, those rates will depend on market conditions at the time that we do and we estimated between four and 7%. regarding our tjpa pledged, this is governed by 2008 tax bill proceeds budget agreement is the city and that

our office are always been the office at the city administrator, and our job is to promote the preservation and long-term sustainability of the capital assets and it's resilience, no matter the acute shocks and stresses that we as a city may experience. so the office of resilience and capital planning is a merger of two offices that happened about two years ago, if that doesn't sound familiar to you, there is an office of resilience and recovery and the former director of capital planning became our chief resilience officer, and so we are continuing to think about our capital assets as we always have, but with a renewed emphasis on resilience broadly speaking, and so increasingly, we are trying to think about resilience challenges of all stripes. these are the six resilience challenges that are identified in our resilient s.f. strategy, and you can see some of them are traditional capital planning type concerns like aging infrastructure, certainly , and earthquakes, and the priority of san francisco capital planning. we are looking to the future and acknowledging the potential threats from

implement and enhance workforce program including working with contract monitoring division of the city's administrator office to implement a local business enterprise design for design and construction contracts related to the development and to a p m permanent workforce program and finally it will be pay the childcare fee or provide a smaller first half -- facility and/ and/or a combination. >> and the next project is along the i-80 freeway. it would be a 33-story 500 unit residential building a 27-story, office building, and a 19 story 200 foot tall 500-foot room hotel. this say -- is a mixed use project and including a market hall and childcare and additional 6,000 square feet of retail. the project includes parking spaces and common open space and there's the childcare space. the project would provide 110% of required inclusionary requirements and provide land to improve circulation connecting perry street to second street and hospitality related service jobs and a hotel and preserve about 33,000 gross square feet of p.d.r. preservation and add 11,000 square feet of new p.d.r. it would provide pub

as you're aware the annual report is requirements by the city administrative code and provides a summary to the department's accomplishments over the past year. we've maintained the overall format and design elements over the last few years and switched the colors to incorporate a different part of the spectrum for this year. the report opens up with a message from director colfax and his introduction touches on the highlights featured in the report. the first is the black and african american health initiative and the major milestones they touched on and accomplished this year. the healthy streets center and the department's role and also the epic e.h.r. up plentation -- implementation we just got a got a great update. followed by a transmission from director chow on the work that was done with lean for the department and altogether the messages both provide an introduction of our leaderships and introduction to our department's work and accomplishments an expresses and reaffirms d.p.a.'s commitment to all san franciscans in the midst of federal uncertainty. the next section in the intr

the city's 10-year capital expenditure plan for 2020 through 2029. >> president yee: before i call, supervisor fewer, i just want to make a statement. the city administrator respectfully requests for this item to be continued to next week so that she can be present. before we take a motion to continue, i want to recognize there is considerable interest in further updating the 10-year capital plan to reflect the ongoing parallel discussion we're having regarding the 2019 affordable housing bond. we will have the opportunity to have those discussions again when the bond comes before this body. but out of deference to the capital planning process, and in order to adhere to the administrative code, i hope that the version of the capital plan that is before us can pass next week. i intend to duplicate this file next week so we have a version we can work on at committee level. can i have -- before i take a motion -- oh. supervisor fewer? >> supervisor fewer: thank you, president yee. i just wanted to make a motion to continue this item. thank you. >> president yee: motion made by supervisor fewer, seconded by supervisor safai. this item is continued to the next

we are able to arrange a meeting with pg and e. , actually it was mayor ed lee who is then the city administrator and we are designated after the saint bruno incident gas explosion to meet with pg and e. on the gas side, and one of the things that i thought would be helpful as if we have issues on electric side, is well, is to bring them together cordially, both the gas section and the electric section , and we have been having quarterly meetings and they have been very valuable. i think we have really improved the relationship and the communication, and the expectation is that we have in response times. i know chief gonzalez has helped out a lot with advocating for after hours response times, being a little bit shorter than what we had experienced, they have been very responsive. i took the opportunity last friday to interview, not interview, but introduce and get moving forward -- there's a lot of new faces at pg and e., with those faces with the deputy chief, as well as her two deputies. so that should be a smooth transition, as well, working continued with pg and e. on april 20th, last saturd