>> good morning. the meeting will come to order welcome to the may 15 meetings of budget and appropriation committee i'm supervisor connie chan chair i'm joined by supervisor mefwar and walon short low by mandelman and president supervisor peskin. our clerk is brent jalipa. i would like to thank sfgovtv for broadcasting the meeting. >> a reminder for those in attendance silence phones and electronics to prevent

interruptions during our proceedings should you have documents to be included as part of the file submit them to myself the clerk. approximately comment will be taken on each item when public comment is called lineup to the west side at this time right my left along those kurt anxiety. not necessary on provide comment we invite to you fill out a card and leave them on the tray if you wish to be records. you misubmit comment in writingeck e mail them to myself at brent. jalipa sfgovtv. tell be forwarded to the supervisors include part of the fortunately file. you may send written comments via postal service to city hall 1 dr. carlton b. goodlett place room 244, san francisco,

california, 94102. this concludes my aupon nouns ams. thank you and let's call items 1-3 together. >> items 1-3. items 1, 2 and 3 consider the per se's may proposed budget for airport commission. board of appeals. dbi. child service, department of environment. library, municipal transportation agency, port, public library, san francisco puc, residential rent stabilization and arbitration board and retirement system for 24 through 25 and 25-26. item 2, a proposed budget and appropriation ordinance appropriating all estimated receipts and estimated expend tours as of may first and item 3 the annual salary ordinance

positions in the budget and appropriation ordinance. >> thank you this is for the general public. this is a series first of two of the series of hearings specific low on the major's propose the budget considering the may first budget this is really drilling down to the budget for enterprise agencies not the general fund budget. with this, colleagues before we do start our the department presentations i would like to make opening remarks to help frame this year. for the public and committee and our departments. yesterday the controller released 9 month budget status report and showed we were performing better than projected. but we still have i long way to

go. it has also clear for a time that even after we recover from the pandemic we will not be going back to a time of unprecedented growth in our city and economy. we much manage our spending so we can offer serves residents need in our means. if this is the case what does san francisco's budget say about our values as a city? as the board of supervisors, i know what our values are and our charge from our constate wens ceclor. we must make sure san francisco has a strong safety net so most vulnerable families, children and our seniors not only survive

but thrive in our city. we may funds program this is are prudent it work and deliver the city service this is residents not only need but deserve. we can do this if we work together to focus each department's budget and services on delivering their core mission. we must have the political will to cut wasteful spending. it is our job to scrutinize our spending to maximize the tax dollars our residents pay to deliver excellent city services with the mayor's proposed mibudget we are not starting the process but continuing the w tht budget committee has been doing

and will continue to do so with the 14 billion dollars plus budget we have the resources to make surety budget we end with in july reflects values to be proud of and residence emdentses serve. let's get to work. with this before we proceed to department presentations i like to invite the major's budget director. thank you i have a short presentation.

good morning appropriation's committee i have a presentation on the commuter from you want to share that. this kickoff the budget process. we'll be in here together the next two months. every other year we do a may first budget this is mostly enterprise and nongeneral fund departments but starts the budget conversation we will adopt. the may first budget budgets of 6 billion dollars. in the upcoming 2 fiscal years this supports the operation of 12 departments and 10,000 city employees. and you will hear from the department who is come up today there are investments and equity, sustain ability and public safety and economic resiliency. you will hear from the enterprises the airport, mt a, port and puc.

some of the departments have two year fixed budgets than i will not be back to the committee for two years. and a handful of most low nongeneral fund departments you will hear from today. so highlights, things you will see as they bring forward budget investments to improve reliability and rider satisfaction with the mt a, puc the afford at policy. library expanding programs for non-english learn and incarcerated vsed. we are funding the mayor's climate action plan in department of the environment the port a waterfront program and improving safety of street conditions. there is trailing legislation that will be heard next week.

a number of ref now bonds that supports the puc's budget and continuing prop j contracts. once previously approved. a few changes at dbi and the board of appeals to support operations. and a few [inaudible] those will come next week. and with that we will understand that over to the airport to start. >> good morning. airport director good to be with you. denise the director of budget is here and my chief financial and commercial off kevin and allen from the budget office and external affairs. >> the investment in positions represent a time as the airport recovers from corid in a position of financial strength. over the past year the board

approved our new 10 year lease and use agreements. 40 airlines and a 49th on the way. in july of 23 we kicked off the 5 year plan with the new mission and vision in the early phases of our next program with 11 billion dollars of investment. we are well positioned for a future accommodating forecast passenger growth propelling revenue and continuing the momentum of the airport the power house in the region. we remain focussed on core values enhancing the culture of sfo for results for people and passengers and planet. look back on significantantentses over the years the strength of our recovery. you see after 911. but nothing as dramatic as the covid pandemic on the impact to operations. we did take strong measure early

on to preserve cash through managering expenses most all but restructuring of debt. we took advantage federal stimulus and now in a strong financial position appropriateed accommodate investment and growth. we are 90% recovered on a fiscal year to date basis of passengers. that amount is split between 103 international recovery to prepandemic numbers and 85% domestic. it is interesting what 96% of the traffic recovered china is still only 50% recovered and so we are excite body the additional china traffic once the governmental agreements are further loosened. and even though we are 90% recovered we have 83% of those precovid operations serving the 90% of the passengers.

that is a great trends i hope continues and show its is an efficient use of our facility and resource. passenger levels are expect today return. in 24/25 and this budget supports that recovery and the investment we'll make in health of organization and in the future facility developments we have planned and under way. pleased see our service payment is strong and supporting cities general fundful this will be the learningest piment to the city's general fund of 45 million, 55 million dollars and we are also anticipating that will grow to over 60 million in the next few years. it is interesting point this we have grown our service payment 6.7% the past 15 yearseen though

passenger. mentes grown 4.1% speaks to the offerings at sfo on concessions program and investment in dynamic parking program the grant sfo and the other amenities. for the budget context. through covid it hen lean. because of the pandemic. now we think of ourselves right sidesizing the organization and pursuing investments with the needs of our forecasted passenger growth. we are prioritizing the health of our organization by addressing work load and operational gaps. passenger growth and implementing our airport operation's center i will speak more of supporting our 11 billion dollars capitol program of along with our 5 year strategic plan and enhancing the airport's reserve. operating reserve funds. and to speak on the new initiative the operation's center.

this is a model that is more prevalent in europe. there are a couple of airports in the u.s. we are taking on this and have developed a facility in an organization to give us real time situational awareness through a cohosting of the various staff that communicate and help us manage our operations daily caused roadways to run ways and the integration of technology this gives us metrics and allows us to predictive insight in helping be proactive in front of with we may experience as congestion returns and impacts may be become more prevalent. around our strategic plan in 23, we launched the new plan. and built off the successes and the position of strength this we find ourselves in recovery from

covid. supported by 6 goals. 26 objectives 90 initiatives. that will be implemented the next 5 years and the core of everything we do is our deep commitment to our guests, employees and tenants and the communities we serve. in our operating budget alined with passenger levels. this chart is our debt service versus omn versus actuals you see the gray hatched reflect the savings we have seen through the cost custody kuth measures now time it catch up with our expenditures to support the needs that i expressed. we are now really we look at ourselves in a strong position to meet before passenger levels and the growing demands and it is time now to gnaw investment in place for the purposes. on the slide operating budget comparison in detail and

proposed budget 1.6 billion dollars is increase of 16% over the previous year and for the 26 fiscal year 1.74 budget or 10% increase overnight 25 fiscal year. debt service is a significant part of our budgetful driven by the investment we have been make the past 2 decade in our facility. personnel with 99ft e supporting the health of the organization. that aioc and other priors. and contractual service half needs are driven by increasing passenger loads and the other half is scope increases, inflation and activation of new facilities. we have our organization chart, probably the biggest change in the organization is the place am of the aioc under the chief operating officer. and then our 5 year historic look at staffing we have limited growth and get

to spend hiring and now it is time to support staff through sxhiers appreciate the support we got over the mid year cycle, we were afford 120 new positions and took advantage of this and we actually used 118 of those positions through permanent and temporary that bridge the the gap from july to october. the 99 new positions add 20 million dollars to the budgetful they are around enforcing the health organization and 41 position in our aioc initiative. and then to talk about passenger growth and c ip we invest. we are phase one was terminated and suspended the beginning of covid to preserve cash 2 billion dollars in 1.5 am you know the facility this is we brought online including harvey milk

terminal 1. our extension of trin to the new long-term parking garage and water treatment plant. and 1.5 is the new program and finishes you have the projects susupon spendsed. along with other projects like terminal 3 west and other infrastructure projects. and our capitol operating budget you know a couple adjustments we'll make. i will point out the facility charge rental contracts 10 dollars to invest in the future rental facility. and -- we are also funding our new reserve fund that gives us resilience to respond to covid type issues and invest in facilities. and we have a couple reappropriations we need to do to support terminal work. and then two slide on the contribution that you are aware

of to the economy during covid rew criminalitied opinion billion dollars to the region and poised with new supporting tourism with 10 new routes and leading with return of flights to and from china. and lastly a big job's center experimenting 48,000 private sector jobs and local business 80% of our concessions are local businesses. they are 100% open and spendserate is 115% of precovid levels and our construction is an important and positive impact to small business and we have afford 1 billion dollars of work to local businesses since 2015 and our forecasting 865 million the next program. apologies for going long.

fwlad to answer questions >> and want to congratulations for just all your accomplishments. director and really grateful to your leadership and your service. congratulations on the upcoming retirement. i think we are going to miss you. you will have built a great team. we are appreciative of the team. when i took office and met with the team the public finance team walk us through the strategy early on. how the airport will tackle the pandemic. the graph shows us unpredented time. i appreciate the 55 million dollars of the 15% of your revenue coming in our general funds contribution. i just want to express my thanks to your work and leadership and your team. thank you. >> i don't see name on the roster so we will go to our next

department. next department is board of appeals. >> before you start and yes we will have thank you to mr. clerk this we will have a 5 minutes timer for you but of course police finish your presentation it is when you are hear for we want to get through all 12 departments today in a timely fashion so there will be a timer for you. >> okay. thank you. good morning chair chan and the board i'm julie rosen about the burg the executive director for the board of appeals thank you for giving me an opportunity to shave. i would like to thank angels fret controller's office. and joshua from the mayor's budget office for their tremendous help throughout budget process. i could not do it without them. thank you. moving along. i know you have i longidate

mission is to provide the public with final administrative review process for the issuance denial, suspension revocation and modification of permits, licenses and other determinations. our goal to provide a fair public hearing and decisionmaking process before an impartial panel. our projected appeal value for 2 is then % below the 10 year average of 149 appeal and is thbl can be attributed to reduced permit,ance and changes that restrict or limit appeals. moving along. in terms of the appeal distribution by department, 84% of appeals are land use decision permits issued by db oishgs with planning approval. and our revenue sources are come

from surcharges and filing fees 98% surchargeos renewed permits and rates prosecute portional to cases from each department they are arn lived by the controller's office and adjusted if needed the controller may make cpi based adjustments or rate changes require legislation. the filing fees make up two % of the budget they are collected when appeals are filed. moving on to the budget sum row. proposing an increase in fiscal years. the -- department does prosecute pose two surcharge rates to be increased by 5 dollars through legislation for dbi and planning permits and two surcharge rates through cpi, dph increase by 3

dollars and public works a dollar. no changes in filing fees are proposed. moving on to -- you see we are proposing a reduction of revenue from filing fees to short falls and export surcharges will cover any short falls. then moving on to b. expend tours like most departments the bulk go to labor costs. salary and the next 2 interdepartmental work rent for our office. d. technology, sfgovtv are expensive as you know. and the city attorney's office. so -- moving on to c our organizational chart. 5 commissioners. we have one department head. one legal assistant who i like to recognize does a fantastic job and one legal process clerk.

we did e eliminate a position and have one vacancy for legal process clerk. we are running a tight ship we have 3 full time employees, myself and alec and [inaudible] and they are doing an excellent job. so -- let's move on to the surcharge rates. again i mentioned before if you can see the column on the right, those are the proposes increases for planning and dbi. dph and public works. and a reduction for sfpd. the filing fees are listed here they have in the changed and have no need or desire to change them. in terms of our performance measures issue one measure is the percentage of case decide upon within 75 days of filing. our target is 80% and the second

measure written decisions issued within 15 days our target is 90%. we have an initial employees whom performance appraisals were schedule and they were complete and theed boa will meet or exceed the targets and this concludes my presently agdz i'm happy to answer questions. >> we have communicated about stay stay the taxi driver's appeal. could you reminds me how did this resolve? >> yes. the sfmta as you know, the sfmta and board of appeals have an informal agreement for the board of appeals to hear appeals of decisions related taxi permits and the sfmta elected not to continue with this process. so -- we finished out and had a

few pending case we no longer accept appeals for those determinations the sfmta is permitted to do this as an independent department. >> thank you. >> thank you for your presentation. >> thank you. >> see you next week. >> and with that the next department is child support services. good afternoon chair chan and members of the committee i'm karen roy i'm here as the directored of the department of child support service. here with me today are my colleagues carroll becket and siren shift. thank you for inviting us. today to introduce our

department's budget for the upcoming fiscal years. this presentation will cover our mission. funding challenges and solutions and vacancies, performance and priorities. families with low income not eligible for public assistance depends child support. if makes up 40 percent. income for single mothers live nothing poverty and 63% those who are impacted. many parents responsible for paying child support are struggling with unemployment, poverty, justice system involvement and experience significant barriers to finding stable employment. we recognize the head winds the parents face and aim to assist in fulfilling their obligation. our goal empower parents to meet the needs of their children.

the department of community budget will rely on federal and state funding e eliminating county general funds. addressing the financial challenges the department has implements cost saving measures including the e elimination of 7 vacant positions. reduced discretionary spending. keeping administrative costs under 10% of the total budget and consolidating office space. department operates in budget through careful hiring practices and fiscally responsive investment and team training and technological efficiency. to maintain quality service wes stream lined the practices to e eliminate dubcasion and partner with the family court to simplify hearings, maintain the virtual appearances and expand e filing order processing.

i'm grateful for the hard working professional in our department who are dedicated to serving the public. i feel privilegeed work along side approximationate individuals and it is my honest torto be part of this team. the department will have 73 budgeted positions 61.5 filled and 11. 5 positions left vacant to save on salary and benefited. our case load and staffing levels declined. reduction in case load our department managed to maintain staff to case load ratios ensure excellent customer service and minimizing worker injuries. we don't have any plans to create new positions at this time. children must be able to count on parents to meet needs.

our team provides services that impact 7, 275 children in san francisco. >> income moderate below the proffer line our clients african-american and lettin extinguishing families with growing number of asian pacific islander families. for fiscal 23 the department collected 22.4 million dollars with 93% of every dollar benefiting families. the highest in the bay area. the department has a workforce this is culturally comp tent. caseworkers respect differences and take them in consideration in order to effectively provide excellent service to parents in a reliable manner. the department has prioritized

language access understanding that absent effective communication of culture of service deliver sepossible. we arn lives and criticize our system in relation to client feedback and concerns to ensure systemic barriers to access. the department has restructured service delivery system to one this is family centered. helping fragile families meet commitments to children creating stabilities and fostering parenting. the majority of parents paying child support in san francisco are fathers with low incriminal under scoring the necessary for tail ordintervention this is include relief of government debt. we ever also trained and prepared ensure that parent who

isment to can safely seek child support as a means of retaining financial independence in abuse. partnering with the community we built a program that motes parent's where they are. we have grown and now we have a service model centered on upon respect and empathy. our focus understanding trauma and working toward being a valuable resource for parents and create solutions and fulfill dreams.

>> partners on your slide and interested we have had and the initiative that is joint low by several departments which have proven be the most effective things in terms of out come for low income families and i wonder when the interaction is from your development this

initiative? >> through the chair, thank you, supervisor. absolutely. we -- are working with building a sustainable partnership. working with them they have been welcoming and -- we have been able to reach out to their community based organizations and service providers. to share the w that we do and our availability and the various -- interbe ventions zee to help families. that will be a key per inship in our work going forward. absolutely. we are with you >> thank you. seems should be the other way around. you know may be your case manager should refer folks.

we are not at liberty to share information however, we, too, reach out and reach out to the community and events and we partner with the staff. at early childhood as well as their service providers and we are rabble making sure that the community, the service providers as well as parentses and our aware of our services and what we can dom we created a liaison

to them so they can reach us efficiently. and quickly. and any parent that come you to regardless of income or income status. we are here for them. so we make ourselves available. >> yea. i understand the confidentiality issues is there anything workers saying to check out this -- yes. >> sure. so my apologies, absolutely. we have a link on our website to the services and we will definitely refer. we do refer to the office of economic and workforce development. we controversy human services ages and we will and we do refer to early childhood. my apologies i didn't understand

your question. >> thank you. >> thank you. director realliment to thank you for your service. and definitely wanted highlight the performance from your department especially around child support order. i know how critical that work is. and it is not an easy task. in fact, it is complicated and difficult and you are accomplished 91% with that child support order at work and when the average is 84%. so i appreciate the effort and consistent -- around the critical issue. thank you. why thank you. thank you for your work. the next we have department of environment.

>> good afternoon. chair chan special members of appropriation's committee. tyrone director of san francisco environmental department and i'm pleaseed present our budget. our department's mission is to advance the climate protection and enhance the quality of life for all in san francisco through 5 key environmental areas represented here. we have teams wing on zero waste. to beingic reduction. climate. energy and clean transportation and we have support teams that support this work from our policy team we have the director of policy and public affairs and our chief administrative officer. the education and out reach teams that support the areas. >> the big story for our budget this year is the success in bringing in outside resources.

i have come before the committee it was looking for leveraging our department's ability to apply for federal, state grants into the city. based on funding our department is receiveing year and reflect in the our budget, part of the mission is on going and good stopping point to recognize our work this represents the largeef single dollar amount in grant wes brought in to the department at 42 million. representing now 45% of our budget the largest in terms of percentage increase this is the area 45% from guarantees and 30% of the budget from solid waste or refuse fees and 3% from the general fund. 3% is significant this year representing a commitment by the mayor. work with the mayor's budget office on identifying on going

funding to support key positions that are advancing the climate action plan. they were positions that were sourced through one time source through the board. and now is made offering for continuing employment for the positions. dive nothing grants the 47 we received 42 million dollars. they don't represent off the grants currently that we are applying for or looking at and so with the 14 there are another 13 in the various am stages of grants and awarding what is great about the grant system they do unlook sources of funding so getting one of these federal grants it is unlooks the ability to get phase two to continue this work. which is here. this accounts for why you see the variability in our budget number. the two fiscal because it is

hard to predict that second year grants. you see that large discrepancy year to year. we can predict out when we will get in the upcoming fitsical year not in the second year. that is what accounts for that discrepancy. the met tricks which we define success is in our climate action plan adopt in the 2021 and codified under code 9. essential low we need to e eliminate all fossil fuels stop reliance on disposable items and enhancing our connectivity with nature this is all we have been advancing within our department. it is in the just us saying we are doing a good j.w. we announced today we were awarded the number one ranking for every city across the nation by the

american council for energy efficiency economies. and this is more of a reflection of the city's over all effort and so it is not about our environmental department wing alone it is all of the city departments you will hear from today that own different strategies in the climate action plan and our department's job is to coordinate the activities and reflects on the city's priority urined everaround sustainability and the community as well i thing our community partners. grands we bring in much flows out to community to dot work. you have 9 million dollars with the upcoming fiscal year and the next. and i understand you mention today is because due to grand funding and you can't be sure.

so what is the strategy like to manage that discrepancy and uncertainty? thank you. i think if you look we always have this short fall in this second year. we have been able to cover this throughout grants many grants have different cycles that may come up. and it heard to reflect this in the budget time lines we have. so. i think first and foremost right sizing making sure we dot right hires and attaching them to the funding that are secure and taking that long-term approach not over hires for positions that have precarious funding sources and making sure we have a track record of getting the grants. we have confidence filling gap through the guarantees that are still available. so -- now part of the reason we had success is the dollars from the inflation reduction act the

infrastructure law. and so opened update resources in the government this never existed before. and so we have been taking advantage of every opportunity to bring in the dollar. there are more guaranteeses as we see every day our team is work applying for more. we will have a good story at the next budget y. thank you. supervisor melgar. >> thank you very much, chair chan. thank you, director for this presentation. i worry about your budget. quite a bit because i irrelevant believe in your department and i want it to succeed. i'm wondering how much of your budget is made up of work that you do for other departments? if any. any policy? assistance or anything you do to support climate action goal in other department sns >> thank you.

i might have go back to the previous of slide this shows where the source of funding coming from i glossed over this . 12% of the budget from work orders from services our department provides to other departments like the puc and the mt a and a few others. these are all department this is keep an of close. >> the water goal and it is chapters they represent.

about their climate adaptations as planned and the work this than i are doing with the army corpses to cost out what will take from the water front not along the beach or other areas. i'm wonder whatting extent you see your department part of that work. you think this might make up.

>> we are work on the climate sf which is run by office of capitol planning. so we meet together regularly we are meeting with director 4 and her team to court nayed activities across the city. a lot of departments that touch the infrastructure that are. and we will get in the question the mitigation looks like for that and now they are in the infrastructure design phase and getting everything approved throughout army and engaged in those conversations and we am get more as we move forward. why thank you. >> thank you. >> thank you. >> and >> one shout out danielle and angels frethe controller's office and major's budget office and for support and help during the budget process. >> thank you.

>> next the library. >> good afternoon. chair chan and supervisors. i'm diane rodriguez director of lulibrary and with mow is courtney our reference libraryians. our director sends regrets she is out on medical leave. a bit about the law library, we are a life city agency. in addition to the city appropriation our main funds come from a small percentage the san francisco superior court civil filing fees. which funds our staff, collections and all the other resources that are outside of the upon appropriation. our nigz noigz provide free

access to legal resources to everyone to help close the justice gap. what is our budget allocation do for snus it is does everything for us. it provides for our base and library base without which we would not have one. provides two of our 3 charter mandated positions at this time. that includes marsha our director and myself the chief assistant director. we also get crucial department of technology resource for staff and to provide public access, computers and all remote resource. all of our service are fro to the public. we are constant low doing more with less. with our budget stretched thin. since covid-19 remote and in person librarian services and

resources increased in great low in demand. and since july of 2023 recorded over 12,000 patron interactions. this is a look at our organizational structure. we are governed by a board of trustees made you felt appellate panel of the san francisco superior court as well as local san francisco attorneys. 2 of throw charter positions are filled. that is the librarian, director and myself the chief assistant. the head position is not filled. and has not been for many years per budget cut this is we had to comply with and that was the only thing we could offer as a cut. the next slide represents a change this morning. in our appropriation due to our lease renewal and we thank the department of real estate, thank

you supervisor supervisor peskin for working on that. we look forward it welcoming more city department in thes building as well. . it is a little interesting over in our neighborhood. we welcome you to come in. our lease was going to be renewed 49% savings the next 15 years with one 5 year option the as a result a savings law library appropriation totalling half a million dollars annual and he thank you for approving that this morning. we think tell make a difference and so thrilled be staying in our location. next up we have the san francisco law library organizational chart for a look when the library staff looks like. as i said, our civil filing fees have been going down. we they have gone down 52% since 2009. the decrease happened in covid

19 and more people are applying for andet going fee waivers in the courts take away from the filing fees. precovid-19, five pistol lulibrarians and post covid-19 due to layoffs and budget dealings of internal filing fee and monies we -- now only have 3 pistol referenced library yens and two assistances. we had to lay off our stack manager who organized all of our collections. we have taken that on in other ways. our staff is busy these days and spread very thin. so, looking to the future of the law library. we would like to suggest the funding the charter mandated ahead of technical service in the next budget cycle. it is too late for this budget cycle with those fadzing

realized as of this morning and like to put it out there for consideration in the future we could benefit from another professional library yen on our staff. with that position we would boost our out reach and neighborhoods and communities. across the city. offer more classes. create videos for you tube channels. build research guides and expand hours back to saturdays or evils. each would have time to work on priorities which are changing every day with the legal communicate. with that, that's our presentation. thank you for having us and if you have questions we'll be happy to answer them. >> thank you. >> thank you for your service. >> appreciate the flexibility. >> thank you. the next is public library.

>> all right. good afternoon chair chan and supervisor peskin, supervisors i'm joined by the library cfo mike fernandez and chief operating officer. we appreciate the opportunity to present the fy25/26 budget. city's longest running institutions, san francisco public library has afrmg ordour community since 1817 and consistent low the highest rated

departments of municipal governmentful our library workers are mission driven and, pyre to be stewards of the community resources and delivering the highest possible level of service. to that end, the library completed a rigorous planning press this resulted in vision 2030. a new vision for the public library. our new vision equal and vibrant san francisco for everyone our staff helping residentses to live best lives. our new mission is to xhekt connect our communities to learning, opportunity and each other. and our new strategy priorities serve the pillars for building this budgetful and reflects the commitment to are bust programming, partnerships and services to deliver greatest impact to our city. this budget cycle we developed

investments to advance ecquit and he support economic recovery making prudent investment in our staff and safety and security. the budget will allow you to maintain presence in neighborhoods without access to a branch will with replacement of two oldest book mobiles. vehicles allow you to reach under served populations and new users. and seek to investment in out reach efforts especially to those who speak languages other than english. our single largest investment in capitol will be another 4.8 million dollars and fy26 and ocean view branch library. our state of good repair needs investment of 3.5 million dollars over 2 years. we endeavour to w on the facility master planning press to determine the capitol investments are needed. to ensure our facility says are resilient and sponsive to needs

for library service. this budget allows for it and equipment at end of useful lives. i'm excited request 300 thousand dollars investment in collection's budget to fund our ground breaking partnership with the sheriff's department to deliver access to digital collections for our population and our county jails. and we are seek to invest 250 thousand in staff for deescalation training. budget investments will support staff in efforts to enhance service we provide for our community. the library preservation funds is the main source for the library's budget and, counts for 99% of the library's total funding source. thank you all again for your support of the renewal of the library preservation funds. with the library preservation funds this budget delivers service our residents come to

expect including 7 day service at every 28 library locations across the city. arc sesz to collections and public access to technology. the, 1 p.s. of the % from library fees, gifts to the library and guarantee funds by the state. as for use the main will cost to the budget is labor. 2 thirds of our budget covering salaries and fringe for staff am we extend 12% on collections which is in line with industry stoornlsd the investment highlighted early are against a back drop of rising costs we are all experiencing. a set aside department library absorbings all cost increases increases for work order agreements with our sister departments. rising labor costs and inflation and changes in the westerlied for print and digital content.

my team and i are committed to be stooudzs and clifr delivering high return on investment or residents med in their library system this value in the high levels of satisfaction with our department services. the newing viz 2030 strategic plan affirms commitment and continued innovation to meeting our residents where they are and booth quality of life in our city. thank you for your time today my team and i are happy to answer questions. >> thank you. supervisor melgar. >> thank you for the presentation. director, you are awesome and your staff is so wonderful. i had a quick question this is under the interdepartmental service, does this include the sfusd? i will dover my cfo or coo to my

knowledge we don't have an interdepartmental work or agreement with them but a robust partnership. >> i know you do! there is nell and agreement nor -- >> that's correct. no agreement. >> thank you. >> supervisor walton. >> thank you, chair chan. go through the last slide? does that say pat republican or paron. >> patron. >> thank you. thank you for your team and for all the work and i appreciate i want to let you know that you know i shareit@cbsaustin.com good news about the extension of the summer hours of the mix with

our youth commission. i think this when they present body their budgetextension of tf the mix with our youth commission. i think this when they present body their budgetthe extension hours of the mix with our youth commission. i think this when they present body their budget. uponing you were responsive and acomeidating i'm grateful for this temperature is a critical piece for our youth to have a place it go and safe place and thanks to you and your team's work. thank you and we will call on the next department. thank you and the next department is our sfmta. >> good afternoon i'm local government affair's cord narrator from the sfmta. director tumlin is on his way can i prosecute seed or we can

go let. >> i see i saw that our port director e lane was waving and so she really is next. >> i will call on the port. make jeff run. >> good morning. members of the committee. staff. i used to be behind the budget analyst 25 years i'm going know you are work hard this time of year. controller's office and budget analyst and mayor's budget director drorgz your hard work. i'm here with nate cruise. and nate will gift majority of our presentation today. i'm here with matt who is our financial analyst i will talk

about key initiatives and how the budget advance the port's mission. so to the port's mission as defined the port of san francisco manages the water front the gateway to a world class city and advance environmentally and financially sustainable merry time. recreational and economic activities to cervical cal. we run our organization on 3 strategic pill arts. economic recovery, equity and he resilience. and using the strategies, they governor actions and programs and our metric to see how we are performing to our strategic plan. so next slide. economic recovery. we have been acting much more and in the public space for our

10 acts and more strategic. and to ensurety waterfront is clean, safe and i have brandtful that means for us w with our tenantos a shared model and figure out how to risk retail and how to get more amenities for crab sales. how to keep our ferris wheel turning for the partial those things that means a lot of cleaning and safety work from maintenance. means security work and, lot of actual place making work from the real estate team and leasing. you will hear from nate we had exceeded our prepandemic revenues. that is where we are. and the american rescue fund of 117 million got us overnight hump and thank you to the mayor's office for ensuring we

never lost resources to ensure recovery for our city. you will see that we have a terrible deferred maintenance problem. we are work on psychological stieft should conversations with jendz and race and disparity. working on improving teams and partnership framework search respectd and makes aing

contribution. strorng transparency with leadership. thoo this makes us a better organization. getting work done. and a happier and well organization. staff requesting rep 7ation and management and wages. we have gaps that we are trying to address and good strategies to get there. moving contracts and losing opportunity the money we have impacts community. we are finding great opportunity with lbe's and doing work with our tenants as well. our racial equity action plan is a guiding document and an amendment to the strategic plan and divigsz are doing what i call interesting work and we are monitoring to see how it is going. some is new. on resilience the biggest thing

for the grand city at this moment is working hard to figure out a flood protection plan for 7 envelope miles of water front for the sea level rise that is here and coming and to figure out an earthquake safety program for our water front so the water front is safe now and in the future. we are working with the army engineers we have a plan for the flood defense it is a foundation plan. where the line of defense would be. how high it would be and how wide it needs to be and the federal government at this point is showing 13 billion dollars. we work closely with you and the important agencies we guide them very long game project. and with this i will stop talking and turn it over to nate.

>> this slide covers budget allocations that achieves the strategy. on economic recovery, we have a new model for parking let management improve service. safety in the lots and revenue to the port. where the capacity to add an electric cruise berg. now near capacity and cruise ships at the port they plug in to the clean power source so they don't run diesel jen rirts we have want one. we are exploring a second and change happening shifting, way from reliance on contracted security toward bring in our open officers that will provide a clean and better security experience for tourists. the fiscally neutral shift. savings from the area and put nothing our own staff. on equity creating some new path

way in most heavily by pock divisions in maintenance. electrical workers, plumbers and now they work in craft shops the path to management has a big gam we are trying to fill this in so there a natural progression this is good for equity and he a move for efficiency. all of our projects require equipment at the same place and a specific order this requires cordination the level superintendent will provide increasing allocation resource available for internal staffing on retraining and race equity planning and advancing the army draft plan that the director spoke about the port funds the portion of the work this is not eligible for the bonds in 20 thaen is a component of the planful we are proud to do it

this will be a project this needs help from the city family. this san over view of charts requested by chair chan. a very 15 page of details with vacancies and happy to answer questions we are short on time. last piece i want to goet is changes. this graph on the left represents fill count. before pandemic to now. and one of the mechanisms was the hiring freeze, catch a wider and diverse pool. we are getting more application its takes longtory get through the process. so those other big changes and

smaller changes a pmo office a handful of positions for capitol projects and stood u. water 41 resilience project and analyst out in the divisions brought them in under finance this result in the savings. this concludes. happy to answer questions. thank you. supervisor walton yoochl thank you, chair chan and director forbes and i have two questions around equity. and i know i saw the slide. how are we perform nothing terms of ensure businesses are benefitting from all the construction and future construction on the port? >> thank you for the question. doing well. tracking we have a commission of 20% and always exceed it in the

50% sometimes 80% of our contracts are going to local small businesses. microsmall businesses getting contracting opportunities. we track it close low. in terms of ethnicity up for lbe's and this is booied us to wanting more partnerships in upon community that surround the port. especially in business that are business in various districts. we have grown our lbe's from d10 and grown them across business ownership. we can get you the information so you can see it. with our development partnership this is is an area we are doing well. in mission rock is an example they hosted an aprenticeship and

got people on the job and vast majority of the aprentices for women of color that was great to see and from the local community our partners had more capability to of hit equity and see them succeeding there. we will get you. port had a role? we have been hand and glove with them. yes and our commission's drivewaying that work and its successful we will have opportunity to grow, though that is where we try. thank you and there is talk about the sea wall and protecting san francisco. from floods it does not cover southeastern portion of tan san francisco. >> i have good news the flood

study the arm engineers 19 with our 13 million dollars is the whole water front. there are many billion dollars recommend for the southeast. we may take early actions in the southeast. another thing i would like to let you know collected 150 public comment on the draft plan. the big ment system your nought including >> yosemite slew? we are getting a wider reach in the southeast. way in which the arm recommending. protecting the southeast community suspect in two discrete areas. swon around our merry time fasill uts south and this involved just building up the if

sillity. and proving the edge but there is a lot of maintenance around the creeks. we need to work with the puc on how to make that work. and then there is areas where wield do some retreat and some building of park space, et cetera . society army has a plan for the areas and our job now is to figure out how to implement the projects successful low for the community and meet san francisco values. and how to pay for it. >> what is the time line on this? >> looking at a project this is decades. when you look what sea level rise is doing the plan has get to 2100 and monitor. we will be implementing the area's that flood first. and so that may be in the next be 10-15 years and flood next, et cetera, i may be speaking too ahead of myself we don't have a

detailed strategy yet. >> thank you. >> thank you. i don't see other names on the recovery. thank you. >> thank you. now the sfmta next. thank you. chair chan. we have a power point we can pull up i will start i understand you are work through all of these presentations quickly. i'm jeffrey tum lip the executive director of the sfmta. you largely know what we dom let me skip over that. and go straight to the budget context. as all of you know san francisco has faced the second highest rate of work from home in the country. 40% of work that was previously done in the office here in san francisco is now done at home.

that had an impact on two of the most critical source transit fares and park fees. our transit revenue is down 62%. compared to fiscal 18/19 and parking loss revenue in the downtown garages is 38% lower than it was in 18/19 and costs rise because of our obligation and the subsidy paying the workforce living wage. in order to deal with what the has been the worse financial crisis in history i'm on slide 5. we have worked very hard in order to do everything that we can to make muni fast, reliable, clean and safe and invest nothing speed and reliability throughout the system and wing hard at cutting other costs. even weapon federal loaf that we

receive in the 2023, we are expecting a -- 214 million dollars budget deficit in fiscal 25/26. so in order to address that we have been reliant on federal, state relief but it it is necessary that we increased our sources of ref now to close this year's remaining gap initial low estimated at 12.7 million dollars. slide 7. in order to do this, we have resumed index. every single one of our fee programs. it has been the mt a policy for many years to increase the service every year. by form well. roughly equal to the bay area cost living. what that has ment is immediatest increase in fares,

fees and fines across the board. that starts however with protecting the currently cash payor for muni which is 3 dollars. the transit department least like low to be bankd and lowest muni riders pay with cash and so erroring than starting with rigz the cash fare we decided to close the temporary clip are discount that was implemented a decade ago to encourage people to switch that discount is 50 cents in year one of the budget we proposed closing that gap down to 25 cents. every other fee. and fine program guess up slightly. in order to close our deficit. slide 10 we are working hard to maintain all of our upon programs. we are continuing to fund free muni for all youth and discount

monthly passes for seniors and riders with disabilities and low income. slide 11. throughout the course of our budget work, we received community feedback. hosted 2 city listening sessions. 35 community based. 5mt aboard meetings and the things we heard were consistent. highest protecting service we have focussed on speed and reliability and reducing crime. crime on muni is down 48%. since 2018. long subway delays have fallen over upon 70%. with moderate delays. and as a result of our investments ride everybodiship is up. increased by 25%. between last and this year.

had priority around improved street safety and in response we are investing in mission zero and thank you for the board interests in finishing to advance our priorities. hear about personal safety and security on muni. and in response we are continuing to expand our ambassador program and [inaudible] and -- revenue inspectors on board. we heard about equity and he tried to close our budget being conscious of when was impacted by the fees. and to make sure we improve our ability to interact. with our are priority communities. those who are monolingual, chinese or spanish speakers. slide 13, for kis fiscal year

26/27, the budget deficit was estimated to be 222 million dollars. we are work closely with senator scott wiener and the region to develop solutions for closing that gam and final low, we are very data oriented agency. we track many, many promise metrics most available on our website. in order to make sure we are using our very limited resources for highest g. i'm happy to take questions. >> thank you. i just wanted circle back to the projected deficit its is significant and i will state this. thank you for your work. the team's work at least i have to say benefited upon the

deficit. and a very and i'm reallimented express i want to say it worries me a bit that who i we are able to balance the budget sfmta balance the budget today but the prosecute jection of the 240 mission deficit when is your strategy? you mentioned the work with seniority scott wiener. i feel we are aware of as limp so much television is there are a lot of variables with what it would have been the plan including requiring bills that have to be passed. potential tax measure figured

out. help us >> thank you for this. chair chan we are take a multistrategy closing a budget deficit of this manage tude the piece is sb1031 senator wiener's fwoil authorize a regional tax in part because the sfmta is department upon the city's general fund and there is no economic recovery in san francisco without bart. bart is not a far worse financial position than we are having been so department upon fare box revenue. we realized that in order to save muni we have to in addition save bart. if bart fails muni fails as well. this is the per of our strategy of secondary part include on going improve ams to efficiency. we have been surprised by the

definiting cost savings by focussing on making muni faster and reliable. on our main lines with transit only lanes getting a 15 to 30% travel time savings, for thus is like printing cash a 20% savings on muni equals more capacity and frequency for free. it has been really the tool that allowed us to continue expanding muni service the left year. has not been spending more montehas been making our existing service more efficient. so we have done new transit lanes have that savings on the overwhelming bulk of the budget

is people who are delivering service it is muni operators, mechanics and street maintenance people and finding ways to improve the operations to clean. making it easier and less toil some. in order to the economy recovery and we also get the learningest share of our budget now from the city's general fund. that's the other --

>> thank you. i think i have a lot of i have a lot of lingering questions and i do recognize it takes time. takes time to come up with funding strategies and sources. and it is not easy. and i would love to just look forward to hearing more. i know this you mentioned again, you know, state seniority scott wean and hope there is exploration of think burglar when keep can do in federal funding and other approaches. that is outside of what the city can afford and provide. and you can only go so for in your fees and in your ridership. some point thereupon is a limitation to bridging a 240 million dollars gap. i look forward to hearing that.

i know it rirs work let's budget this budget and we will get there supervisor melgar. >> thank you, chair chan i feel compelled to belabor the point you just made. i did get my budget from the sfmta earlier. and i have to say i'm disappointed. about this budget. i understand -- that we near a crisis and we need to meet that crisis with immediate steps. we need bart. colocated with muni and most our stations we need to bart to work before municipal tow work. get this. then when next? and -- i have frustrated about the lack of progress on income generation from your department that is just bold and a birth

vision that capitolizes on our assets as a tourist city. and a brand that you have this is really valuable. and for the life of me, i walk around the city with people, wearing muni wag that is not benefitting you all over. and i see the frustrations of my colleague in the mission. where there are bart stations with muni stops on to which them. and you know illegal venders this don't have permits this are selling you know -- stolen goods and ability to you know put order in it. and the total lack participation from the folk who is own this royals and actual coming up with solutions. like there are in other cities where there are you know legit -- space that can be

rented out to microenterprises. that can generate income. not everything has to be the potreroiard you have assets and a brand. i know tht umbrella i got for the subway i love that thing. every tour they felt come through would love to buy one. that is a small thing you know but indicative of like where are we thinking we can go with this brand. how can we per in with bart that capitolizes i mean this in a positive sense on your relationship. and also the shared assets you have. what is the long-term thinking around park?

i see you know your data on the loss of ping people are not coming inform but what is the data overnight last 15 years of parking? that is a trend. you know i know my kids did not get their driver's license until angie was like a you should in college. because of the city clid is no need. i think it is a different way of life for this jeneration. i pushed for free muni for kids because once you are a user of the system you tends to be a user when you an adult. nogz this there is a strong nas taggia factor with municipal and he youth nacarries through and you believe in the system.

i have personal attachment to it is important you to and fragile. small local makers in san francisco we are working on this and i urge you to sit down with us and i'm happy to brief anyone

on the building process program. projects that pencilled 5 years ago no longer do and the economy

is under doing the real estate economy under gone a structure change. we need sharpen pencils and help to clap collaborate with you and your office. >> thank you. and i think i have mentioned your new cfo. shoes not able to make it.

and i of course similar to what supervisor melgar is mentioning that there is an approach to your concession to -- some

location by central subway to get lease agreements that is most beneficial to you. if the parking structures this you have are in the generating the parking profits that you generate as you expect it to. what are other ways to use those spaces. i think there are other -- ways to approach your assets. but it does proo require a team iian i'm looking and kinds of thinking how your bridging between the finance team and as well as communication and out reach team. you know may be it is time to -- shift how you want to organize your divisions.

and once we have the budget report before us. we is k dive in the discussions and fringely i do expect to do so with sfmta again given the time and defy silt that you will face. thank you. i don't see other names on the roster we'll go to the next city departmentful next we have sfpuc.

>> thank you to the committee for sit with us today. i briefly want to thank it is mayor's budget office for w with us and the controller's office. devin mc collie i'm ron flynn department manager of the puc. core mission is delivering drinking water to people in the bay area. collecting and treating waste and storm water and generating clean power and clean electricity to the residential, business and customers it san francisco. we are building the utility of the future. whiches protecting the environment. serving an economic engine in lifting update community we serve. this budget embodies 3 over arching priors. the first is affordability. when we created the budget we

focus how it would affect our customers a component the affordable policy our commission adopted in november. established metrics impact of budget increases on future rates the budget in 10 year improve am plan meet those guide lines to do so we prioritize and contrained our 10 year plan upon savings versus our initial proposals. we continue to apply for low cost loan and grants from the state and the federal government to bring down dent service costs and secured 46 million dollars in state and federal reloov undzing to provide direct customer relief to pifor past due bills. we increased discounts for low income customers and now 25-40%. this program has grown from 2100

in 2021 to over 6500 participates now. the biggest reason for that growth and the learning scale out reach focussed on low income and environmental communities. that means meeting the requirements. maintaining our financial standing, rigorous system maintenance in invest nothing our work place. this budget supports our civil service employees the mirjt of new position requests are temporary to per minute innocent conversions job security without adding to the head count. the employees shepherded the agency throughout pandemic. emergencies and clear storm drains in the night.

there is lite right low a lot of focus on speeding up the hiring process it is important to retain employees that are here. the agency is also bolstering racial equity teams to ensure focus on equity accountability and transparency. the third priority is investing where it matters. this budget represents an investment in san francisco. the budget and capitol plan build a puc resilient and vibrant and equal. in the budget with a climate change lens affecting our systems, region and rate payors. climate change in every aspect of our work. the budget is beginning of an 11. 8 bilgz improve am plan that is i catalyst for economic growth creating and sustaining thousands of jobs over the next 10 years many will be good

paying union jobs that provide a dar we to the middle class the jobs will support local businesses and local economy over the next decade. recognizing historical inequity the plan seeks to bridge the gap prioritizing projects in disadvantaged communities equal access to vital service. each of our enterprises developed goals actions or standards that must be met or managed to satisfy the mission of the puc. these levels of service goals were adopted in public meetings. like all departments provide updates to the controller's office part of prop c. and our mission adopted policy this is guide our work this

includes the environmental justice and community benefit's policies and ensure we provide diverse communities with opportunity of workforce, economic development, arts, urban agculture and education. we are proud this lead to the work project exceeding local hire policy. using the program with an example 294 local businesses award more than 762 million dollars across 878 contracts. of those award lbe's 611 contracts worth more than 525 million awarded businesses owned

by people color and women. this survey reveals not having a permanent civil service position the top reasons temporary employees consider leaving the puc.

>> these do include costs pg sxeshgs for purgrid. followed by personnel and

nonpersonal costs 14 and 19%. next slide. our operating budget grow by 20% or 373 million the next 2 fiscal years. this is driven by capitol power purchase increases 214 million 54% of the growth. now straf and nonlabor and than i are 33 million over the 2 years and represent 9% of growth. when you electric at net new requests than i are 1.8% increase of our budget not a major budget driver. this is high level shown and includes staff through 25-26 and water, wastewater, hetch hetchy water and power and cleanpowersf

the infrastructure division this supports deliver of capitol program and funded by our capitol budget. over position requests. we have been responsible and developing our staff requests. first glance 170 newark pierce a lot. over half of this figure 87 positions are for existing staff who performed on going work for our agency. who are in temp refer positions. the new are budget and head count neutral we have been paying with existing funds. a core strategy to invest and encourage retention. the second recent lack of career opportunity and having a

position that employees is key retention strategy. lost many employees the past years to permanent offers leading to a loss of organizal building and gap in critical operational areas. 63 now budget positions to address staffing shortage in water quality, natural resource, infrastructure maintenance and risk management.

appropriated funds before now requests. as you may know we fund our projects through debt prosecute seeds and also requesting 3 billion dollars in debt authorization across the next 2 fiscal years this legislation will be before you next week. and not consideration before the body we are proud and want to highlight our approved 10 year improvement plan total 11.8 million dollars over 10 years. 10 year c ip representatives an investment to meet legal requirements and achief goals building utilities of the future. creating thouz ansdz of most low union jobs the next 10 years and prioritizing investment in disadvantaged communities. many investments are driven by

climate change. largest is the southeast reduction project in the this is the learningest and ensures we reduce nutrients this criminalitied to blooms. projects like ocean beach project. and the folsom storm water improve am project will help our community mitigate impacts of climate change and lastly clean projects reaffirm our commitment and responsibility to reduce carbon e missions. the investments in san francisco will support the economy. the infrastructure and reflect our agency's commitment to righting wrongs and tackling the climate change watch this this concludes and we are glad to take questions. thank you. why thank you. and supervisor walton. next for the present eggs.

a quick question. and i have conversation with thes department on this. we are i think the program is great and a lot of work finishes it will benefit entire city. i do have a question about the fact that we are giving contractors hundreds of millions of dollars for ss ip program and some are not fulfilling the promises to the social impact program. want to know what the puc is dog to make sure they fulfill those commitments. obviously, it assists with lessning the budget impact and provides benefits for the community. >> thank you. yes. the ss ip program is impacting

d10 temperature is a large amount of work. we are paying hundreds of millions that money is for infrastructure, personnel, labor. along with that came commitment to the community to deliver benefits in a way of both direct payments to nonprofits and a lot of internships and hour and work in the community. a variety of reasons that project started slowly on the delivery of the benefits. did not start slowly on the delivery of resource. >> no the project started. we -- we at one point looked at stopping that project completely and going back out and that slowed them up. we are back on track. they have not caught up.

our social partnership program in our external affair's team division is working closely meeting with them. we made it clear. have you and we made it clear we expect and will get all of those commitments to the community. there is catching up to do. there is new personnel at the contractor our contract points working with us. but it is important to us and we are we are focussed on it and meeting with them. but we are not just taking their word. we are public low disclosing when they are doing. when it starts to be even with where the levels should be we will let you know. we'll come and talk to you about the steps quo are take we are

engaged in the program. this sounds like we are prepaying we don't pay for the benefits. >> we pay them for the service they provide. we increase the contract it it is a contract that is general -- designd that they bid out subcontracts and those get added to the price. when we enter the general

contract it was for the general service when we bid out an electric package. >> i'm aware i want to be clear we need to stop increasing contracts if folks are not going to fulfill their commitments. >> i hear you. >> thank you. >> thank you. xrierz walton i appreciate that and wanted to energy for puc as well that is similarly to sfo, i get t. you have existing staff that you now getting the permanent civil service for 85 competiyou have a net 3ft e's are new. and then roughly 66 of them. and -- will have 99 that are new. i think this is something to be a discussion with budget and legislative analyst to see

whether that is warrantied. and our trailing legislation coming through next week look forward to having those discussion about the water bond and other capitol improvement this is is a significant increase in your over all budget. clearly many of it which i do believe and i agree that are necessary we have to do these improve ams. i do appreciate this in your presentation that while the budget over all increased for capitol project but you know -- especially not a significant increase the next 2 fiscal year i want to dive deeper for next week on the ft e as well as capitol budget. to see where we're heading. when we were just a couple weeks

ago we were doing approval for it was pine lake for the emergency. funding to approve for the emergency repair for pine lakeip mention third degree look forward to seeing more about your capitol maintenance budget. specific low for water. and alling that. look forward to see more on this and you can relate this information to budget analyst. thank you we look forward to returning to provide that information and we will do that in the meantime as well. >> thank you. and with that i will call on the next city department. this order i see that rent board is next.

good afternoon. thank you for your patience we had technical difficulties this morning. >> chair chan, president supervisor peskin supervisors mandelman, melgar and walton. i'm kristina varner the executive director of the san francisco residential rent stabilization board. and i appreciate your allowing mow to present on behalf our department the fiscal year 24/25 and 25/26 budget. i wanted thank joshua and the major's budget office and jesse at the controller's office for assistance. >> can you see the rent board's mission. the department's mission in a number of ways including counciling on just cause

ordinance. and elis act and eviction filings and tenant buy out ordinance and maintaining eviction records hold rent mediations and issue decisions to ensure property ordinance receive a fair return. council owners on rights and responsibilities under the lu. maintain housing to better inform the residential landscape of san francisco and the law in a fair and equal way with a lens in keeping community centered. next you will seat organizational structure of the rent board. the department was allocate increased number of and position in response to housing inventory, fee and increased jurisdictional related legislative amendments in 2020 and 2021. one rust amendments was the ability to create more prosecute motional opportunities in the department and have seen employees promote internal low as well as having hireded

external talent with most new employees people of color. vast majority are filled or in interviews. you can compare with chair chan requested the organizational structure of the department. you see here this was fiscal 19/20 delivers from today's growth and previous the ft e count was 35 and positions. you can come per se difference in count from the previous slide. you will seat budget sum row data. proposed fiscal 24/25 with budget of 13 million. you see this shows a reduction from fitsical 24-25 which is due to completion of the board's move and tenant improve am

project in the new office space. and to high slight there are no significant changes nor cuts to budget that xaet major changes. and the budget increase by 560 thousand dollars in fiscal 25/26 due to salary and fringe increases. you will seat budget for the fiscal 24-25. rent board is a department in the expect our source of funding the fee will remain the same as the last 2 years at 59 dollars for dwelling unit and 29 per sro guest unit the department pace attention to residential unit data collection to ensure assessing and collecting the purpose fee to support the d.

over 80% of the department's allocation apreviously the mission by going toward wages to support our w that i earlier described the remainder, 20% including service of other departments and nonpersonnel service support work. the i don'ter's performance measure department uses to determine whether meeting objectives including collaboration with planning department. data collection regarding the number of reason controlled units the average number of days for petitioning pressing of course effective information to tenants and land lords and providing information to limited english communities. our objectives to provide and on the reason ordinance and relay as laws through our call center. front counter, website and out

reach. and hold hearing. the dwfrns a tenant reside in their unit or not. to work with property owners and report in the housing inventory seanother object and i have use this data to inform the landscape and increase transparency to the stock in san francisco. all of this while we are keeping racial equity and he service to commune at the floor. we cannot stress this rent scroll a piece to address the housing crisis and promote preservation of sound, affordable housing. i wanted address a focus we will have for fiscal 25. improving did thea to improve service deliver etch one way is making data better and available and converting more out of hard copy files we have requests for

data and make it available. we will collaborate with data sf and hiring the rent board's analyst for madernization and ease we work with quantities inform housing policy in the city. that is my conclusion. i want to acknowledge the staff for hard work and dedicated public service every day and thank you chair chan and supervisors for your attention to this today. >> thank you. i adopt to thank rent board. i thank you for your leader ship amazing work. i am grateful that the fact we have a rent board in san francisco. and i wanted to highlight one thing and i really look forward to seeing and hoping this rent board highlights. i want to let you know besides

the fact you provide spit think that it seems to mow small prospect ordinance not realizing rent board is neutral organization in the goal is to resolution for lands lords and tenants and to ensure that protection for attentive when is they are in a disadvantaged position. the town hall with the mall property owners show and up monolingual and chinese speaking with your website i was able to translate on the website can i click on chinese and show them that one of the fielths had your website is to indicate that you do support upon landlord and help to make sure they do get rent. from your fasilltation at your -- i don't see names on the

roster we will go to the next department y. with that keep will go to the employee retirement system.

good afternoon i'm alison from the employee retirement system and joined by our chief operating officer. thank you to the supervisors here today for your efforts on behalf of the citizen of san francisco. and for your attention as we present our budget. i would like to thank [inaudible] from the mayor's office and customer tammy from the bla for tireless efforts. and i like to thank all of my clothes that presented before me and i believe there is one after me for their thoughtful presentations and all the w they do again on behalf of the city. >> apologies. right in the mic, please. >> thank you, much.

why thank you. >> so with respect to spurs our budget is tieed our mission. i will start there. spur is dedicated to securing, protecting and investing the assets, mandated benefit programs and providing benefits to the active and retired members. to achieve that mission we are organized in 3 areas. investments, benefits administration and business operations and implementation. for you to achieve we need to sufficient low funds each the areas of our organization. today we serve over 78,000 members in i pension plan and manage 34.8 billion dollars in assets. we managed deferred compensation plan on behalf of 35,000 members

and 5.4 billion dollars. the assets of the retiree health care trust fund. with the budget support of the board supervisors, mayor and retirement board and the dedication of our tremendous staff we have been able to deliver on the mission. i want to provide the supervisors with a couple data points of when we achieved. our funded status as of july 1, 2023 is then %. investment performance exceeded the rate of return and performance over 5, 10 and 20 years. if we had a billion dollars 10 years ago to invest would be worthy 2.4 billion today. on one billion dollars generated additional 1.4 billion dollars.

in addition to the investments, we am upon responded over 12,000 inquiries on spurs connect. over 273,000 members log in our portal. so they can answer questions and look at information specific to them of deferad comp plan a pen % participation rate. to provide context i have data that is dated but when we look at pierce average is 20% participation rate. that's a look back. we are focused on looking forward. put together a plan approved a

year ago and that is designed around 3 pill arts. best in class. financial trenth and institutional adeptness i will focus on the areas where we ask for budget dollars. you understands the importance of pursuing excellence. what we are pursueing year there is ron operational excellence and leveraging technology. with 35 billion dollars in assets we managed for our beneficiaries we have prioritized id resilience and he capabilities. we worked productively with department of technology to work with them utilize their expertise and develop our platform when i come to you

today to present our ask this tie to additional things we need to do this tied to the initiatives to better serve our members. we are look to broaden capabilities for stake holders and the self service for members and capabilities to foster communication. and always primary vigilent with cyber security. we establish a path way. my ask here is to support the initiatives for funding and head count. >> the second area where we're asking for budget is our retirement service. i presented left year to the committee about our initiatives around everaround retirement

service and -- thank you for approving the plan to increase head count. looking for the head count in left year's two year budget this this budget season. in 20 between the contribution rate was upon 25.19%. in 2025, this will be 16.9% a

reduction. the same time we have grown assets 31% increased membership 25% and assets increased 41%. increased assets growing complexity and employ are thkzs we can condition with the right team to invest and serve our members. so with that again thank you for your attention and for that cooperation of the bla and major's office i open up to questions. are you saying you are right now have a total of increase of staff for ft e for it and 7 of the retirement sxefshs 7 that is

so a total 11ft e i prosecute pose out of which 7 suspect approved from the last fiscal year and you are asking for additional 4. but for it? >> correct. >> okay. all right. i wanted to clarify that and the bla is we indicated with other city departments. we are going to evaluate about new ft e's. it is not just about and i think that i am talk to the right person here who understand its is in the just about the spending and revenues of the existing year butt projection of when we are trying to looking at and what that increase the ft e's will look like, too much i think that today we are talking to the earnprize yourself included and the departments and

nongeneral fund departments i think that is a consideration the city has to think about. in the event this some point who knows.

d. building inspection. >> good upon afternoon cheaper and member of budget and appropriation's committee i'm patrick o reerdon. our department protects the communities compliant construction and building safety and maintaining for our community. if we maintain a workforce and focussed on customer service. transparency. ash counselability and

professionalism. this is on track a little heard for to you see in detail. it illustrates our department's 3 main service area permit service. significant game in issuance times and conscience and response inspection requests within 48 hours. so we review plans faster and

with other permitting departments i'm proud of the efficiency gains we have made and want to thank our staff for their hard work and dedication to continuous improvement. this is our two year budget for 25 and 26. and a 3 million dollars increase in labor costs. city over head decreased by a million. and our grant's budget reduced by 500 thousand dollars. this pie charty shows. you see by far the expense is in labor and benefits. dbi revenue based on cost

recovery for our service. in order to determine the true cost service the department engages in a fee study with a consultant from time to time. to costs to provide services and bench mark the costs against the fees of other building upon dealts throughout the state. the fee study found our fees were more than other departments in california. and that we were under recovering in many areas. we propose raising fees which we plan to do responsible low. our plan is to phase in fee increases over 3 years will use our reserves to make the difference until we reach full fee recovery. the ordinance to raise our fees reflects that increase. and on this slide the gray line is our expenditure reflects our

costs have increased. the orange line is the revenues post pan dem and i can our projected recover to match our expenditure in 2027. and the yellow line is our reserves alcohol stable lives in 2027. in order to maintain our improvement i discussed earlier we need to maintain our staffing levels. the budget decreases attrition toarc rit low reflect staffing levels. thank you for your support and i'm available for questions you may have. >> thank you. supervisor melgar. >> i'm sorry director. you are the last and i'm tired can you repeat that last sentence. reduce attrition? what did you say? so -- in order to maintain the

improvements and the build on the improvements we are making, we are decrease attrition to reflect our staffing levels. so in other words, we have many different programs and we are decrease our attrition level to feel have enough staff to be able to do their work >> thank you. >> i have a couple questions for you. so -- the first is that your department is susceptible going on admit city in building industry. interest rates are high. construction costs are high. how do you than you will recover by 2027? when we can't predict what the federal reserve will do? >> we can because as we all understand we are the department on the economy. and budgeted best is a guessing

game is we follow up. we are hoping for the best, of course. >> my second question you and i had spoken about your it systems. and how they coordinate with others in the departments. specific lowly, planning, dpw and fire. i don't have like second degrees. you know this is something we may want to ask the bla but i then and there a lot of folks who may do unpermitted w on their properties do so because of the perceived difficulty. in navigating our system. i know you have done a lot of work and make things you know

more transparent. there is this imped am of having to use multiple systems for one project. even if it it is a deck. i'm wondering if that you know -- sort of improvement in your use technology is in this budget that you presented to us? or if it is something this you may are thinking of deferring until things are better ref now wise? >> we are not deferring our planning for having new are technology, in fact we are work width planning department right now. and the permit center and want to be collaborateerating in the effort, as you stated, the permitting departments all intertwine. so -- tomorrow we are having a meeting with the permit center and planning and will discuss when a new system might look like. thank you. thank you for all your work.

>> thank you. >> and i think here is the question -- similar torwhat supervisor melgar was skchlg it is about your i think your slight aid about revenue and fund balance available to you. is that my assumption that the orange line for the revenue. that is catching up from 2024 all the way to 2027 with your expenditure is because it is your plan that you are increasing your fees over the next 3 fiscal years you are catching up with your revenue and expenditure. why correct y. that's the plan and with gradually increasing revenues that we will come into alignment with expenses and

revenues by 2027. i will include the use of what remaining reserves we have. >> yea, i see that, your fund balance is decreased by 2028. okay. kroo thank you. thank you so much and look forward to the analyst report. around your trailing legislation with your fee stsd the increase coming next week. okay. >> thank you. >> thank you. and i think that is all the city departments buffers today i believe we have to open to public comment. for all the item 1-3. so let's go to public comments for all the 3 items >> we invite public joining us who wish to speak on items 1-3. regarding the mayor's budget for the selected departments. each speaker is given two

minutes. if you -- once you begin i will start your time. >> thank you i'm cyrus hall peek to the sfmta budget you heard about today. i'm an oldvacate in the city for public transportation we near i difficult mobile home and i -- it is doyle say the budget is the best budget we could achieve in the political context. advocates pushed and we did win in the budget including reduced fair, 14% over 2 years instead of 20 pvrms a new push from the agency on low indm riders for important measure and focus vision zero. i want to bring attention to the board fact that low are fares were possible. maneuvering on the board of

supervisors made keeping lower fares impossible. moving forward we cannot say no to funding opportunity without getting serious about taking up every funding opportunity like the expansion of our pp. like expanding hours in the city, we brlgd toward massive service cuts and the service cuts don't start in july of 2026. they start before july of 26 as the agency has to staff down and does not back fill. we need everyone in the city alined on making sure that our option does not fail. we don't have time from an environmental stand point, building more housing or all the riders only option is muni for another public transit melt down in san francisco. thank you very much.

>> thank you. if we have in further speakers? that completes our queue. >> thank you. no more public comment it is closed. and mr. clerk do we have other business today? >> we need to dispense with the items if we continue them to next week >> that's right. >> i will make the motion to continue all item 1-3 to next week. and a roll call. >> >> second. >> and on that motion seconded by member walton. that items 1-3 would be continued to the may 22nd meeting of the committee. vice chair mandelman. >> aye. >> member melgar >> aye >> member walton. >> aye. >> member supervisor peskin. >> absent and chair chan.

aye >> thank you and the motion passes. and mr. clerk do we have other business today. >> that concludes business. >> thank you and the meeting is adjourned. >> 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 people in the industry 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. >> come shop dine and play. taraval street is open for business. >> my name is mark recollect the owner of lou's cafe on taraval street. since 2010, my brother and tj and vince and mom [indiscernible] we used to sandwiches all the time. we said why not us. geary boulevard in 2010. i figured i might to start in another location and when i opened the location in 2015.

we treat each customer as family and we make our food with love and make sure everyone is happy. i recommend everyone come out to the sunset. >> take time for teraival bingo, supporting small business, anyone can participate. it is easy, collect stickers on a bingo style game board and enter for a chance to win awesome prizes. for you are watching san francisco rising with chris manor. today's special guest is sarah phillips. >> hi, i'm chris manors and you are watching san francisco rising the show about restarting rebuilding and eare imagineing the city. the guest today is sarah phillips the executive director

of economic workforce development. welcome to the show. >> thank you for having me. let's talk about the city economic plan and specifically the city's road map to san francisco future. can you give a brief overview and update on progress? >> absolute e. in february 2023 mayor breed released the roadmap comprised to 9 strategies to move the city forward understanding there was structural and lang lasting changing by the covid impact. 134 were shorter term impacts how people using transit downtown and coming out and are using small businesses, some of them remember long-term structural impacts. the way we work. how often we are in an office and how much office space companies who had headquartered in san francisco need. some of those were structural impacts how we stop. there has been a long-term

change as online shopping takes up a greater share how we performs and covid-19 took a shift that would probably take 10 to 15 years happen and collapse what happened ofern the timeframe to 2 years so saw structural impacts how people shop. we have seen a lot of progress rchlt we are 9 months in and significant things we have seen is efforts creating permitinant services and homes for people experiencing homelessness is dramatic. we increased the number of shelter beds dramatically and take-up of the beds dramatically, and there is more work to do. on the safety side there are exciting things that happened. we increased our police pay among the highest in the bay area which is a important thing for recruitment. police recruitment across the country is down so recruiting

the best we can means we need to give a high pay set. august the highsh return in graduates. we see 75 decrease in retail theft and 50 percent reduction in car break ins which is quality of life crime san francisco experienced so there is real progresses we are seeing on clean and safe sides. one thing important in the mayor roadmap we are not trying to get back to 2020 vision. i think covid showed having a downtown with people sitting at offices isn't the best downtown it can be. i think it is a opportunity to bring 24 hour life use downtown. >> music and concerts is a great way to bring people to a

specific location. golden gate park we had lots of events in plazas throughout the city. can you talk about those and if there is upcoming events too? >> i think you touched on something key to the mayor road map. for san francisco and particularly san francisco downtown to move forward and be successful as a great american city, it is about bringing people together because they want to be together not because they center to be together and music is a strong part that. the planet concert sear ries coming up and happening throughout the city not just golden gate park but downtown locations are a great example. there are smaller examples as well. the landing at--is a new plaza we constructed in the mayor roadmap where two streets come together akwraisant to a couple restaurants closed to cars in daytime, chairs and seating and throughout the week they have

lunch time and evening music to bring people together after work. they participate in that. something we are working on setting up for next year which is really exciting is our sf live program and that will bring a full 2024 concert series where we match local venues bringing their work and partnership to useian square, music center plaza and embark cadero. we will be able to announce concert series through the sf- >> you mentioned vacant to vibrant, that program has a lot of attention lately. can you talk generally what exactly that program is? >> yeah. so, we opened a program where we put out a call for landlords willing to offer groundfloor

space for free for 3 to 6 month jz small business or storefront operators who had a proposal what they would do for 3 to 6 months. it is pilot. we had a incredible amount of interest. we had--i'm forgetting the number of landlords, but more then we expected because we are in a place where commercial real estate understands they need to come to the table to help make our groundfloor lively and resulting in a transition where the groundfloor is seen less as a money making operation, but more as a leader to lease upper floors. if you have a active ground floor yields better on the other 80 percent of the building you are trying to lease. that was great, a lot of cooperation scr over 700 small business or operators responded to that call. it is pop up. there is no intention this would result in forever small businesses, but there is

certainly a hope and i think what we are hearing, i don't have the final data, but there are 17 activators in 9 different spaces, some are colocated, which is why the difference, and out of those 9 spaces that are being leased for free, now 7 of them are in discussions for long-term leases so the spaces continue. it is the program. we are hopeful to have a second and third traunch and hoping to pilot in other neighborhoods with other partners. it is not an inexpensive program because there is a lot of capital that goes into popping up for short amount of time but what we are seen is they visit the businesses, the businesses are successful and san francisco want to support this activation so hopeful to expand it. >> that's great. can you talk a bit about why piloting programs and testing things is so important? >> absolutely. you know, i would say not only the important generally but

important in san francisco specifically. the benefit of pilot programs in the reasons they are really important here is, it allows us to try something and say, there may be consequence but let's understand those in real time rather then waiting to start a strategy while we think about them on paper and if they are too great we can modify the program as we go. mta has absorbed the strategy whether a bike lane or other to figure how best to use the street? is this working? is it working for bikes and cars and buses? maybe not, let's switch it around and pilots have been important to oewd to our office particularly because we tend to have the ability and the mayor's support through the budget process to pilot things through request for proposals or rfp process where we can put

out a small amount of funding, try activation and small public plaza, see if it works and i think the benefit there is, if it doesn't work we tried it and had the benefit of seeing real time and when it does work, we are able to uplift that and move into a permanent strategy and that is where our agency turns over something we piloted to another agency because it is part of the city operating procedure. pilots also give people hope. when we have the short-term whether it is physical public plaza or activation that shows change is possible and allows them to vote for what they like. >> lastly, in lith light of the current ai boom, do you think there is a way to leverage those new changes to take a bunch of san francisco's status as a tech hub?

>> i do, i think they work together. san francisco right now has a strong vacancy problem in our office space. and there is a back-story to that. our zoning downtown has not prevented other uses, in terms of permitting uses of the multi-story building has been open including allowing residential but we put other barriers, cost and code barriers et cetera and what happened also during the height of our preevious boom is that, the amount that tech companies were willing to pay for office space bid everything out so we-without intentionally zoning a single use downtown, we de facto became a single use downtown and thereat is the opportunity you are pointing out. now because downtown was so convertible from work from home, particularly as tech based downtown was and how much companies put at the market in

the office spaces we are seeing high vacancy now, all most 30 percent so there is lot of square feet but that presents a lot of opportunity. we have the ability to absorb expansion of the tech industry we are so strong at. we have seen over 800 thousand square feet of ai space leased just in 2023 alone and there is still more demand out in the market, more ai companies looking for space so that is a growth spot absorbing some of the vac ancy. the opportunity too is prices for downtown lease s have also dropped and that opens up a breath of opportunity to a breath of companies that were priced out in 2018, 2019, 2020. san francisco has always been great at starting companies and allowing them to grow here. when our prices are too high it prevents that growth so now we are a super fertile ground for

more start ups and invasion on the smaller end of the sector because they can come and enter our market and we have the space to offer. to talk about san francisco's assets and the leveraging that, we sit at the epicenter of really great university and educational institutions. we are between uc berkeley and stanford. the graduates produced just from those institutions alone stay in the bay area and want to rise up and work here, provide a real opportunity for the start ups to build their companies and companies to grow here so we confident we will absorb a certain amount of office space with ai tech. with that, we are interested in increasing our human capital growing graduates. downtown university is something the mayor is open to pursuing and we are in conversations with uc berkeley we love to have as a partner in our downtown and then residential conversions are a great partner to that. as we build back the office

space, people will want to live downtown again and we have a number buildings that can be converted to residential. the costs are high. mayor breed and her partners on the board made significant changes to reduce the costs. we waived fees for change of uses in the downtown area. there are code changes that will make the conversions easier. there is a ballot measure on the march ballot that will attempt to reduce costs for those as well. it is ongoing process and none of those changes we talked about absent ai growth downtown, but institutional growth downtown, arts growth downtown and residential conversions downtown are long-term changes so one thing i want to say recollect i do think there is a opportunity per your question, but we also need to be patient because what we are talking about is is a real shift to the make-up of the downtown since from the growth it has been starting at since the turn of the century so that isn't a 2 year change,

that is a 10 year change and we center to watch as it goes. >> thank you so much. i really appreciate you spending the time here today and your creative vision and positivity, so thank you so much. >> thanks so much for having me and hope you all downtown and shop. >> that is it for this episode. for sfgovtv i'm chris manors, thanks

>> the journey of becoming a firefighter is no easy feat, it requires navigating and overcoming challenges to protect and serve the community. established in 1866, the san francisco fire department has evolved and grown to represent the community and meet their needs along the way. the division of training is responsible for training all new members entering the department, as well as develop, and provide corchlhensive fire suppression and emergency medical service instruction to all members of the department. this video provides a glims into the 130 recruit academy class 21 week training program. in preparation to take on one of the most challenging and rewarding professions in the world. to become a firefighter in the san francisco

fire department. >> [whistle] >> i oknow there is going to be a lot of shoveling and it will not come easy. i know it will not be given to me. >> am i going to be able to keep up and do all the physical a pects of what the academy will request of me? >> on the hand you have been given a opportunity you worked so hard to get to, but on the other hand you don't have the job yet and have so much work you have to do to get in the field so it is double edge sword. i need it but this is just the beginning.

[music]

>> we are entrusted with people. our job is (indiscernible) we want people to be firefighters. the chief picked the people. our job is train them. we make sure that we are challenging them, but at the same time supporting them and that is a fine line, because we want to see how these people react. it is imperative for the training academy and training staff to make sure we are getting the best out of these individuals. i always tell them, we will challenge you, but also going to support you. we are not going to trick you into certain things but we want to make sure we make it difficult and make it so that you are performing at your best when somebody is on their worst day. >> the process is grueling, however, the reward at the end is what it's all about. we have 21 weeks to form this group of 51, and to functioning individuals on a

working engine or truck company in the city and the challenge there is that when you walk through the door, you should be able to take care of business right away. when i first got on the job and hit the streets and got my first fire, which is 4th alarm fire which they throw a lot of people in the big building, happened in the first 30 minutes of me stepping in the fire house. >> we hire a vast group of people with different backgrounds and experiences, which is kind of interesting as well, because it makes up our department and we have a kind of hodgepodge of people, but they all get taught the same thing. we have people from-we have a guy in the class whoofs a social worker. we have a person who was a firefighter, multiple firefighters. san francisco does things different then most fire departments but they have upper hand so we try to pair those with some sort of experience with people who don't in study group

said. we tell them the first week get in a study group and that is a group for the rest of the academy so you will be the support group for each other. >> my name is julian martin a recruit in the 130 academy for the san francisco fire department. the fire department what drew me to it to begin is a concept you are always learning. you are always learning something a92. now fire or situation is alike. no med call will be the same, and that aspect is something that is always changing is what drew me to it. when i was 19 i enlisted in the united states army and was in college at the time, so i was enrolled simultaneous in the reserve officer corp training out of leehigh university. i was (indiscernible) and lee high university and completed by bachelors, but commissioned out of lee high university as a officer in the california national guard. when i graduatesed i

immediately went to fort (indiscernible) missouri to complete training for being a chemical officer which is (indiscernible) i think my background in chemical hazmat with the army was beneficial and the department as well. >> high energy,b that is how i categorize julian. high energy and ability. she is very capable. >> she is one of those people pretty much anything she tries she can do well. she is a musician also. she is a artist. >> she is the kind of person that push other people to be the best version of themselves, just because she also wants to be the best version of herself. she is a very dedicated individual, and it was a treat but also a challenge because that is the way she is. very competitive and

ambitious. >> emily-i am a recruit with the san francisco fire department. i remember how do i become a firefighter in a major city? i typed that into google and a lot of things came up. getting certification like firefighter 1, emt, paramedic jz these are things i knew nothing about so a lot of research. for me having lived in california and visited the bay area many times i said to myself, i decided the pentacle for me of being a structure firefighter, being a city firefighter which coming to san francisco. i am originally from new england. i grew up in a traditional town in new hampshire. when can i was a kid i never had fire fighting on my radar. never

something i thought about doing. when i in college i studied environmental conversation. i always appreciated the outdoors and really cared a lot about protecting the outdoors, so for years after college i worked with kids in the outdoor education, so taking kids on backpacking trips, takes kids on hiking trips, and just helping them develop appreciation for the outdoors. it was basically a opportunity to not have a desk job and for years i was chasing that job that didn't involve sitting at a desk and be outside with people which makes sense it leads me to firefighter. next thing i knew i was heading up to alaska to be a firefighter. that was the switch and never looked back. >> emily is a person that very much someone who cares about other people and will

put other people needs before her own. she is extremely caring and thoughtful. i also think she is extremely adventurous as well. i remember when we first met, when we were living in yosemite being in ah of her adventurous side. >> my name is jenna. everybody called johnny for short and i'm a recruit with the 130 academy for san francisco fire department. city girl, born and raised in san francisco. literally my entire schooling has been right here in the city of san francisco, and so that's part of me and part of my identity, and what keeps me so grounded to the city i was raise d in. my

brother is a firefighter and he has been a firefighter many years. he is absolutely-he loves his job and always has tried to bring people along with him. those he loves and that he thinks would be fit for the job. >> i told this lady about this service and about this career path back when she was 22 years old after graduating from usf, i tried to put in her ear, i think you would be incredible at this profession and she said i'll think about it. >> that is always something in my ear, but to be honest, my encounter with the fire department that kind of sparked that interest and the reason as to why i wanted to become a firefighter, because at the age of 15 i lost my mother to gun violence and it was

the fire department when they came to my home, it was the reaction of the firefighters that i felt cold. their reaction to my situation. i didn't feel support. that is just my perspective of the instant it happened, but that is something that stuck with me. i don't want someone like me to go through what i went through because i know how that felt. i took the leap of faith and i said i'm going to change my career entirely, but now i see for myself just within my recruit class that there is a lot of diversity. it was really comforting to me to see that and know that these are the people who are going to be my first family, because we share a special bond. >> she was ready. she was hungry, and she-every drill we did, every practice we

did, all the exercising she was doing, she was hungry for it. i couldn't possibly be more proud of her. >> a real basic building block is just like crawl walk run. our crawling stage is like just putting your gear on. we have our ppe, which is about 20pounds, the packs are 20 pounds. just those two alone you throw on 40 pounds of weight and by the end of the academy we have your ppe on, go on (indiscernible) breathe through the bottle, climb up a ladder, crawl through a window, search fwr a victim, bring the victim through the window and extricate through the window. the progression of the testing ramp up pretty quickly. in the 10 week cycle it seems like a long time, but for the recruit you can ask them i'm telling you it is a rigorous academy and keeps on getting

harder. >> academy starts at 8 o'clock. we do our pt. whatever it may be, whether it is running in a circuit or amazing raise, and are that lasts anywhere from a hour to hour and 30. from there we go to a class room. we learn about the different chapters, whether it is (indiscernible) hose appliances, building construction, whatever it may be. that usually takes us to lunch and from there we get separated into skills groups. >> (indiscernible) how many victims. >> which we have typically about 4 rotations of the different skills we get touches. >> it is still very early in the process. if you

envision each class like a bell curve where most in the middle, if you have a class with really long tails those are harder to train, because you have people at the back end who are really struggling. this class seems to have small tails. i don't see anybody struggling yet. i dont see anybody truly standing out. but again, it is early. we haven't done any testing yet. >> i am learning a lot with fellow class mates. they need me and i need them and the really difficult evolution and training and the first couple days are crucial to understanding like how people react to certain situations because not everybody is the best under pressure. not everybody is the best tying a knot about there are some that are super fast with hose lines. finding everybody strong point and emphasize those and use to our advantage is important in the first couple weeks. >> something that challenged me probably the most and

has been probably the biggest learning curve is really focusing on the ability to let go of something when it doesn't go well in the moment and move to the next thing. that i think has been one of the biggest challenges in this academy, because the realty is you make a lot of mistakes every day. you do a lot of things well too, but you make a lot of mistakes and if you hold on to each one of those mistakes it is just going to snow ball into more mistakes and it will lead to more stress and being hard on yourself. >> i had to learn a lot of different new skill sets. things i wasn't familiar with like chain saws how to hose lines and so getting the technique because a lot of the job is about the technique. it is not about having the brute strength or anything

like that, it is using your body mechanics to your advantage. >> when my body cools down (indiscernible) [music]

>> we have the academy set up it gives everybody the opportunity to practice the skill set they need to. san francisco is its own entity. we pride ourselves on the traditional fire department in the sense we still use brass fittings, wooden latters, surrounded by three sides of water so all risk fire department. you can go downtown busy high-rise, out to the coast for surf rescue. we have a mix of everything and we all have to be well-rounded firefighters and that is our entire job to make sure that we are profeshant. >> as we train our roles will be to evaluate along the way. the role we have is to get them ready for fire house culture. to be a firefighter requires a fair amount of discipline. you have to understand the rules of the game. understand how to behave, how to appear, how to interact with the public and

one of my roles is to make sure the recruits understand that and adhere to the codes of conduct and behavior the department lays out. >> okay, today is monday. the monday after my first big week of testing. two double day testing thursday and friday. we had to do a ems skill, take a written test and 8 different fire suppression manipulatives. we got our report card back today and if you can't tell by the way i'm smiling now, i passed every skill that we had to do. your girl got zero deficiencies, so i am very proud of myself of being able to pass. >> you know, our saying is we dont fail people, they

fail themselves. we give them all the information they need. we allow them extra hours prior to the start of class and stay late after hours, and we hope they take advant nl if they need help. they vocalize when they don't know something and part is ego. if i want to pass the class i need to ask for help. there is no slowing down. once the training is moving it isn't stopping for anybody. you are on the training or off. we don't have time to stop. we want them to pass, but they have to have their heart into it. if they think it will be easy that isn't the way it works. >> i want to speak about what happened on september 22, 2022, which was week 14 i believe. week 14 or 13. there was a big moment for me, because it was the week that i got

injured. i had the ladder not completely fall on me, but it put my body in such a way it basically injured my shoulder. i had a little nerve damage coming from the top of my right shoulder radiating down. from what i remember, the ladder was coming down and a sudden movement it swerveed one way and swerved back and i remember i couldn't feel my right arm. i tried to hold on to the ladder and it just basically just hit me in a certain position, and i fell over, and i remember feeling a combination of so much pain and honesty nothing at all. >> she had a pretty good scare of a injury, and her

determination and just the way she goes about things. she is not very demon struative or outspoken but works hards and puts herinose nose down and just works. [music]

>> so, today is our last day in the academy. i think there is a lot of things going through my mind right now. on one hand, i feel incredibly relieved to be at this point. it has been a long 5 months. it has been great, but it has been really challenging and definitely really tiring, so it feels really relieving to have reached this mileston. >> we graduated friday and just feels really exciting. you know, speaking for myself, i think i'm preoccupied worrying about starting work soon, but i think for my family and my partner, i'm excited for them to be at graduation. this is not just a journey i have been

on, but a journey they have been on as well. especially my partner. she has been immensely supportive of me throughout this process. on the other side of the coin, it is nerve-wracking we go out in the field and do the job. it is mixed emotions for sure. >> super excited. it has been a long long 16 weeks, and at the end i finally get to graduate, get to be a firefighter. i'm looking forward to most is taking our time at treasure island and bring into effect to help people. >> so many things that are going on in my mind at the moment because of the fact today is the last day that we are actually on our training grounds on treasure island. i cant believe i'm actually here

and i made it these 5 months. getting in here doing the best i could possibly do, but now it is graduation is just so close. i'm just nervous. i created this family within the 130 academy class where we have gotten to know each other and gotten to do skills together, but now when i go to my probationary home, now i will get to know those people and learn so many more skills and just get all the hands on experience and you know, create that second family. it has been overwhelming. just the amount of support that i have received. my family is my core and is my biggest support system and they have been there and have just expressed unconditional love and support every step of the way.

[music] >> good morning 130. i know this is a exciting day for you, and this is just one of the many milestones in your career. i am really proud of the division of training and i'm proud of you, 130. you took the lead and you worked hard. you worked as a team and that's how we always do it in the san francisco fire department. this is a proud department with a proud history. we fight fires like no other fire department. we are community paramedicine and alternatives to policing. we are firefighter emt, firefighter paramedics, but we are so much more as you are going to find out during your

careers. i do solemnly swear, that i will support and defend, the counsitution of the united states, and the constitution of the state of california, against all enemies foreign and domestic. >> today i graduated from san francisco 130 recruit class, and i became a san francisco firefighter. i feel absolutely amazing. i thought about how i feel graduating, but feeling it is crazy. i'm so so excited to get started. i will be in station 9 in the bayview. industrial part of the city and i'm extremely excited to do everything the truck

does. learn how to raise and lower the aerial. get to all the different ladders and practice them in real life and apply them to situations that we are seen in the academy, but to see them in real life will be a brand new thing. [applause] >> going up to the stage to get my badge, i was thinking about how sweaty my hands were. i was trying not to trip, and but in realty i was just thinking about how special the moment it was, and to be honest, it felt like everything stood still for a second, and it was a special time to reflect on the journey. i feel proud of my class mates making to graduation. i feel a lot of love towards my classmates and lot of respect

and admuration towards the instructors. it feels good to be at this point after 21 weeks of hard work. >> i would say i felt an immense amount of pride for what she accomplished. having been along the ride, before academy, being a part of the journey that lead up to interviews and then academy and getting to this point. i know how much she has overcome and accomplished. so proud. i'm so proud of you. [calling out name] >> to be honest, i am had a ball of emotions just running through me right now. it is like electric energy. to have all the overwhelming support from my family, from my friends, from everybody in the department, and from

oakland department as well is truly just overwhelming and very emotional at the same time. >> hoping e-the whole thing is surreal to me. she pinned the badge on me when she was 15 years old and coming to today and seeing where she is at now, i couldn't possibly be more proud. she has a heart of passion. she has a lot of heart . >> when i saw him up there, it was just overwhelming. i was like, i will not cry, i will not cry. i tried to hold it back, it just couldn't. >> the chief says, who will cry first. >> who will cry first? okay. (indiscernible) >> i'm supposed to be

tough. man-- >> the last time i like to introduce the newest bravest san francisco firefighters, 130! [applause] >> so, i'm now at station 9 on the truck. in the bayview. junk yard dog. the day before graduation was to ask questions what we are supposed to do and probationary firefighter instead of recruit. my first day was november 22. it was i was one of the lucky ones. i had my full weekday. i had 4 days after graduation to get my

mind right, get ready to go to work. our instructors complaint us in the dark so we wouldn't know what to expect so when we got here, it's how we adapt to a situation, not so much-this is what will happen. this is what you need to do. i was kind of freaking out before i really haven't been in a fire station before, and every single member was super welcoming here. i think the most important thing is being yourself. knowing when to contribute and when to kind of sit back and listen, because there is a wealth of knowledge around you everywhere. everywhere. i could talk to any person in the station and learn so much. i think i have been able to hold on to what people have been telling me a lot more here and learn a lot more in a lot less time. >> transitioning from graduation to being a

probationary firefighters coming with a lot of changes. you learn the tower and skills and information and once you get thin field you realize how all those people come together in real time, which has been super cool to see how it all unfolds in the field. i have been super lucky. i got placed at station 17 on engine 17 and i have just been super fortunate to have a really great group of folks to work with, who put in a lot of time and energy to help get me up to speed. >> i say with i first started the academy and was nervous and excited. there is a element of nervousness with being a probationary firefighter because you are trying to keep up and learn as much as you can. i say from the academy till now there is also a lot of confidence building that happened. the first two months what really stuck out to me is just how tight nit the station is and how much people

really care about the work that they do and really pushes me i think to be better at the job. >> apparently i'm a probationary firefighter for the san francisco fire department, so the last 5 months i was in the tower in the academy lead me to here of drilling, testing, requiring all the basic foundation skills to become a firefighter. now i'm actually actively doing it, but more specifically at the current house i'm stationed at, which is station 10, i am also the role of emt because we are on a als unit where there is a paramedic so i'm the paramedic backup providing them whatever they need as their assistant, but when it comes to fires i'm the one with the nozzle to put out the fire. me and my main

concern is getting through probation because i don't have job security at the moment, because you can be let go any time if you are not meeting the expectations of what it is that they require from you. i want to be good at what i'm here to do in the position i'm in now. the call volume i have seen during my watchs are 7 to 10 calls within a day, which is pretty moderate. i'm just waiting for my first fire. [laughter]

>> (indiscernible) step on it and measure at the shoulder. >> we talk about being a model to other agencies, again we hire very diverse group. male and female. as long as you meet the standards and are able to take care of the business of the fire department and public safety and being able to get along with your coworkers and all these stressful environments is key. you are not a individual here. we are made up as a team, so you have to be willing to listen. you have to be willing to learn, and you have to be willing to push yourself all the way to the end and you'll be

successful here in san francisco. >> people ask, you just go to fires and-no, we go to everything. anything and everything 911 is called. it depends on the person and where they are at. we invite everybody to come try if they think they can get here, then by all means, we are a great department. large department. busy department, and we have a lot of things to see while working here. best job in the world to this day. >> we prep them as best we can. all the experiences and instructors and myself, we again our job is to see them-we want to see them be successful. we want to hear good reports. it is like being a parent. i are want to make sure when they leave we want to hear good things and if we don't want also want to check and make sure, what happened? i want to hear from now the probationary firefighter what happened and how we can best support them,

because they are not recruits anymore. they are professional probationary firefighters and just because they left the tower doesn't mean we are done with them. i'm more invested in them now now that they are my brother and sister then a recruit because i could be working with them in the field. i found a career i absolutely hundred percent love. it is very rare that you you can find a profession that you can love that much. i'm a public servant. i never want to forget the roots of what we do. we serve the citizens of san francisco. i'm serving the citizen of san francisco now by training new firefighters. by job is best prepare them what they will be going to into the future. >> in the community whether we are driving around, we are on a call, or shopping, the way that the community looks at us and looks at me is kind of

surreal, because it hasn't fully sunk in. sometimes i have to reflect and say, you made it here. be proud of yourself. be proud of your accomplishments because for me i want to strive and do more and be better. [siren] >> i would say first of all, we dont just employ firefighters, we employ everybody on the ambulance. emt and paramedics. firefighters and ems is a great opportunity. it is really important we have people who look like the community we are serving and that's part of the reason many joined this department to create change from the inside and we have done a lot of that and we will continue to do that. there is a place for you here as a ems, as a paramedic, as a firefighter. you just need to be able to put in the work. this is a big deal

being in public safety in san francisco working for the san francisco fire department. it is a commitment. what better place if you want to serve your community then the san francisco fire department? [music]

[siren] 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]

♪ [ music ] ♪ ♪ >> the two largest bridges in the road, symbolizing pioneer and courage in the conquest of space and time. between these two great bridges, in historic san francisco bay, here's tribute to the achievements of our time. he's a dream come true, golden gate international

exposition on manmade treasure island. >> the 402 acre artificial island was build by engineers from 1936 to 1937 on the neighboring buena island. 300,000 tons of rock was used to build a seawall around an existing sand ball then followed by filling the interior with dredge material from the bay which was consistent of modern sand. the federal government paid for construction ask three permanent buildings which would serve as a potential future airport. treasure island was constructed at the same time as the bay bridge and it was a project of works progress administration to construct this island, which was initially used to host the golden gate international exposition. >> carnival gone big. it was busy. >> it was going to become an airport after the exposition but

it was turned over to the navy and turned over to a military base for the next 50 years. >> 1941, the united states army moved to treasure island as america prepared for world war ii. the island was a major training and education center with 4.5 million personnel shipped overseas from triangle. after the war ended in 1945, treasure island was slalthed to be an airport -- slated to be an airport but aviation changed and the clipper were no longer in regular service, and the island was never developed as an airport. the navy continued their presence on treasure island. during the cold war years, the island was a myth training center and for military efforts throughout the pacific and asia. personnel trained on and shipped from treasure island and supported military activities in korea, vietnam and the persian gulf.

>> the base was listed for closure by the navy in 1993 and the city began a process in 1994 under the redevelopment agency, forming a citizens reuse committee to look at potentially plans for the island, island's future. after the base closed in 1997, the treasure island development authority was created to develop and implement a reuse plan. >> the navy has completed their environmental cleanup in that area and last week, the california department of public health issued a radiology unrestricted recommendation for that portion of side 12. it's a big milestone for the project. >> the treasure island development facility was setup to implement the master plan that was adopted by the board of supervisors in 2011. >> given the importance of housing in the city, both the

affordable component and the market rate housing, we felt that it was important to review what the housing plan is at treasure island. >> the development facility and (indiscernible) that oversees the implementation of the master plan to make sure that the master plan, which was adopted by the board of supervisors and adopted by the city and after meeting, that's plan that the city approved. the members of the board was appointed by the mayor and the board of supervisors. [multiple voices] >> the (indiscernible) is very detailed plan. looking at the ecological aspects of the island, looking at the geotechnical aspects of the island, but also making sure that there is an ongoing of development that's in keeping

with what the original plan was, which is that we have up to 8,000 rooms of housing and there's retail and hotels. but also that there is open space that's created so it's an overall plan that guides the whole development of treasure island and the buena island. >> materials used during the construction of treasure island severely compromises the integrity to build structures. in today's geotechnical engineers standing, treasure island soil is being readdressed for soil stabilization for future development. a mechanical stabilization process is being used to consolidate the liquid fashion of the mud and sandy soil. >> because treasure island is a manmade island, we have to do a significant amount of soil improvement before we can build new infrastructure and new buildings on the island. in the foreground, you see here, it's a process called surcharging we we

import additional topsoil to simulate the dead weight of the future buildings to be constructed at that site. so this is causing bay mud that underlies island to consolidate over time and we can monitor that and as that consolidation primarily consolidation is complete, then this soil will be removed to the intended finished floor elevation of the new structures. ♪ [ music ] ♪ ♪ >> in the 1989 loma earthquake, the ground level of this island dropped by four inches. pretty much uniform across the island. loose sand material used to build the island, whether it gets hit by a seismic forces, the sand moves and consolidated. >> one of the processes to further stabilize the loose granular ground, a dynamic rate

is used to densify the soil by high frequency mechanical vibrations. >> the rig in the background has four h-piles that goes down through the upper 50 feet of sandy material and as they vibrate, they vibrate causing that san material to consolidate and settle so as we do that process, we observe about 18 inches in settlement so the ground level around that equipment will drop by 18 inches, so this causes that same type of event to happen through mechanical means rather than through a seismic event. >> the dynamic vibrant compaction rate vibrates the soil every four square meters and moved along to the next section. to further assure stability, tamping is followed around the site, compassion takes approximately three to four months to complete 12 acres. once the compassion and

tapping is done, it's settled ask using laser alignments to assure a level service to build on. >> i think that every city when they have the opportunity to do something that is as large as treasure island because treasure island is five hundred acres and it depends on their needs at that time and in 2011 to now, the most important are thing for the city is housing. there's two aspects to that master plan. one, was the new district for san francisco. 8,000 units of housing, which is all levels of stability. the other (indiscernible) is 300 acres of open space and parks. and actually, it's the largest addition to the park system in

san francisco since (indiscernible) 300 acres and this is a tremendous gift to the public, both the housing, which we desperately need in san francisco as well as an open space and park system which really is going to be worm class and it will attract people in san francisco but attract people locally as well as internationally. >> cmg architecture was brought to the project once they award the agreement between the city of san francisco and the united states navy. cmg has earned national recognition and numerous awards for merits and design, social impact and environmental stewardship. >> we were a part of the project in the beginning when the developer initially was awarded the exclusive negotiation agreement or the ena with the

city and they partnered with the planning and architecture group and we joined that team to work with the developer around the city and community to come up with a plan for treasure island. >> so there's quite a lot of open space in the master plan and there's a couple of reasons for that that's pragmatic. one is that the amount of area that could be converted for private use on treasure island was very limited, actually it wasn't allowed at all because treasure island was previously public open waters and protected by the tidal and trust act to be redevelop for public use. but there was a land swap that was allowed and approved by the governor of california, governor schwarzenegger to be put on a public trust for a one to one swap to be taken out of the trust to be developed for private use such as residential and that amount of land was 89 acres which leaves a bunch more space that can't have housing on it and the question was, what to

do with all of that space? there could be other public uses that allowed such as conference centers or museums or universities or things of that nature but what made the most sense for this location was to have more parks in a really robust parks and open space plan and that's what led us to the plan we have now. >> planting strategies for treasure island and buena island are to maximize habitat value in the park areas wherever appropriate and where we can to create comfortable at the pedestrian scale. there are these diagonal lines that go across the plan that you'll see. those are wind row trees like you see in agricultural landscapes where they are tall tree that's buffer the winds to create a more calm areas down at the pedestrian scale. so of course, we do have some areas where we have play fields and surfaces where kids need to run around on and those will be

either lawns or like you see in norm at sports field. >> related to where the housing is on the island and its convenience to the walk to the transit hub, i mentioned we're trying to create high-quality pedestrian -- and the innovations of treasure island is called the shared public way and it's a road that runs down the middle of the neighborhoods. it's a curbless street, cars are allowed to drive on it but pedestrian can walk down the middle of the street and the cars are to yield the right-of-way for pedestrian and it's intended for streets where there's a low traffic volumes and the traffic speeds are low so while car was allowed, there's not a lot of reasons for cars to go on that street but it's to create a social street that's much more pedestrian-friendly and prioritizes pedestrians and bikes. one of the interesting things is working with all architects that have been designing buildings in the first phase to encourage them, to

create architecture that welcomes people to sit on it. it's wlm like sticking its toe out and asking someone to sit on its toe so buildings integrate public seating and places for people to hang out at their base, which is really, the opposite of what you see often times in this city where there's defensive architecture that's trying to keep people off it. this is architecture that's trying to invite people to come and inhabit it at its base. >> incorporated in the landscape architect of treasure island are wetlands, which are designed to factor in coastal erosion control from incoming sea level rise and natural animal habitation and stormwater runoff treatment. >> there's different kinds ever wetlands planned for treasure island and they have different purposes. they are stormwater wetlands that's treating the runoff from the island and filtering that water before it's released to the bay to improve the water quality in the bay and the ocean and the first phase of

the large wetland infrastructure is built on buena island to treat the storm water from buena island. we might see that when we go out there. there are tidal wetlands plan for the northern side of the island where the sea level rise adaptation and flood protect for future sea level rise is held back away from the edge of the island to allow sea level rise to come onto the island to create future tidal wetland which is helpful for the bay in the future as we see sea level wise flood out existing wetlands and there are some natural vernal pool in the wetland that's captured rainwater and capturing certain habitat so there's three purposes of the wetland primarily around water filtration and habitat creation. >> consumable sustainability was incorporated in the redesigning of treasure island. innovative urban farming is included in the plans to foster economic

viability, conservation of water, and to promote ecological sustainability. >> the urban farm is 20 island. and it's a commercial farm to produce food. it's not community where the volunteers and neighbors grow their own, it's commercially run to maximize the food production and that food will be distributed on the island. and interestingly, the urban farm is tied into the on island wastewater treatment plan which creates recycle use for water on the island so water used to grow the island will be a sustainable force and we're trying to close the loop of water, food, and create a new model for sustainability. >> part of the design for sustainable landscape was incorporate natural form water garden filtering systems, the first of three natural stormwater gardens is here on buena island. and a total of ten will be on treasure island.

water from storms, street runoffs from neighborhoods has the possibility to collect toxic materials as it makes its way back into the surrounding bay. this garden has been a model for future, natural filtering systems through out the bay area. >> whenever a storm comes through, all of the water, you know, it lands on the streets, it lands on the top of the buildings, and at times it often collects a lot of heavy metals and greases and it needs to be cleaned and before sent back into the back. it goes into the pipes and stormwater drainage and put into our stormwater basin and then all of the plants and soil you're seeing in there, they are acting as a filter for all those oils and heavy metals and greases and all things that's coming off the roadways, coming off the development and so it's treated here in the storm water basin and then it's

sent out into the bay as a clearer product and cleaner water which increases our water quality here and throughout the bay area. so the structure in the center of each basin is what we call the for bay. that's the point at which the stormwater exits out of the storm drainage system and into the stormwater basin itself. so the for bay is shaped as almost a gate to kind of push all water out through the pipes, all of those rocks help to disburse it before it's sent into the stormwater basin itself. the storm water basin was designed to fill up to the height of the berm of the side you're seeing here. so this is juncus and these are well-known fresh water grasses found in any place around the bay area that you find standing water or in a drainage channel, you're going to find a lot of these junket species. this is a leave a lifter in the bio treatment. it

soaks up a lot of water, to soak up the contaminants and heavy metals, so it's kind of our backbone species. this one is called douglas siana and the common name is mug war. it's a beautiful plant but doing the heavy lift and pulling, those contaminants out of the storm water and pulling oil to help treat the water before its sent back into the system and back into the bay. this plant is known as salvia or hummingbird sage. it has a lot of habitat value in that it's a strong pollinator plant. obviously, you can see the pink and purple flowers which come up in the springtime and attracts a lot of hummingbirds, a lot of bees which help to pollinate the other species within the garden and throughout the rest of the island and all of those native plants. all of these plants are designed to be able to take a heavily inundation of water over

a several day per like standing water for a long time. all of the plants can withstand that and honestly, thrive in that condition. so all of these were selected based on the ecological and habitat value but also their treatment and functional value for stormwater. >> this is super tiny. >> it's very much a big part of our design and master plan for the development of the island. it was a navy base and a lot of navy housing on this island specifically for around 80 years and during that time, a lot of innovative species were introduced on the island, eucalyptus, a lot of different european and algerians plants were on the island. we wanted to bring in the native eye college here on the island before the navy started to redevelop it and introduce some of those invasive

species so the species you're seeing in this stormwater garden in the basin and the upland area was a part of those types of ecology s that's trying to be returned to this side of the island but different other spaces through out the islands development. so whenever we started this process, we identified a number of species of native plants that seem applicable to the ecology that we're trying to grow. there's 45 species, so a -- there's 15 species so they are hard to find in the nursery trade so we needed to grow it ourselves to achieve the biodiversity that's in the design here. as a part that have process, we brought on a nonprofit group called ledge, l-e-g- which is literacy for environmental justice. they grew

those plants and put together the plant palates you see. >> most of landscape was inundated with invasive plant species eradicating species and having the plan on buena island and treasure island. literacy for environmental justice, a community volunteer educational program involved with restoring local habitats and preserving san francisco's unique bio tie varsity, teamed up with the redevelopment group to grow the 50,000 native plants to -- to repopulate treasure island. >> the city of san francisco set up meetings between leg and they came in with high expertise and urban design, and architecture, and green infrastructure, but they really hadn't worked with flytive plants -- worked with native plants at scale and they

were also kind of scratching their heads, like how are we going to grow 50,000 native plants from remnant native plant populations. it was a unique partnership of figuring out what plants can grow, what plants will function in stormwater gardens. not all native plants are ascetically pleasing to landscape architect, so we kind of worked around what plants are going to be pleasant for people, what plants are going to provide habitat, what plants are going to actually be able to sequester carbon, deal with erosion, preserve the island biodiversity as well as be able to manage all of these stormwater treatment on the island. >> there's about 33 naturally occurring native plant species that survived the last one hundred years on yorba buena

island. we were able to go in and get the seed and salvage plants in some cases, some of the development work that occurred was actually going to destroy native plant habitat and we went in before the bulldozers and before the roads were build and the new water tanks were installed and dig them up, divide them, hold them, of the 50,000 plants we grew 40,000 of them in-house and the other ten, we had to rely on our partners to do it. with the 50,000 plants we did, we did 100 species and 95 of them are from the county of san francisco. about the other five are from the state of california. but the other 95 species really are the native plants that have been here for thousands of years. we used collection sites such as angel

island, the presidio had genetics for the projects in san francisco. we used remnant plant habitats at hunters point and we used a lot of genetics from san bruno mountain. just to collect and process all of the genetics was a two-year process. and then it was about a two or three year process to grow all the species. >> this is the infamous -- it's a low, growing sprawling native herb and it's in the mint family and i'm rubbing my hands on this and it's extremely aromatic. it feels like a flush of peppermint just came across my face. it's edible. you can make tea out of it. it's a great digestive plant for settling your stomach. it

has been cool to introduce yerba buena to yerba buena. this plant is called dutchman's pipe. when in bloom, the flower looks like a dutchman's pipe. and another thing that's unique about this plant is, it's the whole specific plant for the pipeline swallow tail butterfly. so some butterflies are able to adapt to other species and can use larva and food from different species. in the county of san francisco, there's only about three or four healthy populations of this plant. these particular plants were going to be destroyed because of the green infrastructure project needed to put pipes in and needed to demolish all water tanks and build new water tanks for the

island, so we were able to go in, dig them up, cultivate them, extrapolate dozens of plants into hund hundreds of plants and restore it through the restoration process. one day one of my nursery managers was down here and she found the pipeline butterfly have flown over from yerba buena island and came to our nursery on treasure island and was breeding on this plant. and successfully did its life cycle inside of our nursery. so, it? how that butterfly knows it's out there and find it, this is one of those unique things that we can't explain why butterflies can find this species but if we grow it and put it in the right location, they will return. so the plants we're looking at here is

faranosa known as just dedlia or live forever. the construction is it work happen nothing that area, it's likely to be destroyed. a unique thing about this plant and the unique succulents we have in california and the live forever plant can live to be 150 years old. recently, the state of california just did special legislation to protect this plant. i think in its intact population on the island, there's less than 50 of them, so to be able to grow several hundred of them and have them be a part of the plant palate of the stormwater gardens that was installed recently is an increase of biodiversity and a step forward towards protecting the natural legacy of the island. >> i moved to treasure island in 1999. i believe i was one of the

first residents on the island. i have seen how the island has been destroyed and reconstruct since its beginning to restore the island to its native form is extremely important to me because that will help all the animals come back to the island and make this place even a better place to live. >> i want to be here because these are people i know, so that was my first thing is just, like, i wanted to come here to help out and be with (indiscernible) and to actually put my hands in dirt. i feel like we as people don't work in army -- we don't see the benefits of plants, like, but i just learned about a plant that if you rub it enough, it turns into soap. that's cool. and we need those things. we need to

know about those things. >> one really unique thing about this project is the scale. to use 50,000 native plants over 7 acres is a scale we have never seen. it really is trailblazing when we think about the 350 or 400 acres of open space that is planned for treasure island, it sets the stage for what is possible. there's a way to use nature-based solutions at scale to meet the needs of climate change, sea level rise, the crisis of local extinction and create natural environment. the first phase of the project sets a stage for what is possible and i just feel really blessed to have been a part of it. >> one of the main focus on triangle is keeping vehicle traffic to a minimum. for

residents and visitors, public transportation is highly encouraged and will be the center point of keeping the island pedestrian-friendly, retaining an open space sent and providing an eco system that reducing carbon emission >> we need the transit to be successful because if we had 8,000 homes here and everybody was trying to use their car to access the bay bridge every month, it will overwhelm the system. new on and off-ramp are being constructed but all over the focus of the development is to be very transit oriented. triangle itself is very flat and very bikeable and walkable as a result and so there's a focus on using both bus and ferry service to get from the island to san francisco in the east bay. there will be a number of transit demand management tools that

will be employed of the two new ramps to and from the -- to the island and allowing a limited number of cars to access the bridge and there will be a management toll to encourage the use of transit. >> all the market rate housing on the island, the price for residential unit whether that's a rental apartment or a for sale condo, the price of the unit is decoupled from the price of the parking spot. so people can buy a condominium without paying for a parking spot. they choose to have a parking spot, they would pay an additional price. market rate residents are required to purchase take transit pass each month through their hoa fees or through their rent so the residents will begin the decision of driving or taking transit with a transit pass in hand each month. that transit pass will function as a muni fast pass allowing people to

take muni and transfer within the muni network and function as an ac transit allowing people to take ac transit to the east bay and transfer within the ac transit system and it will also provide unlimited access to the treasure island ferry. >> treasure island is going to take decades to be fully build out. it's going to take some time for it to reach the envelope that was passed by the board of supervisors and maybe there will be changes to it as well. we don't know what is going to happen in 50 years but i'm confident by the fact that the plan that was adopted was fully, fully thinking even for its time and the building the island to a way it's sustainable, it addresses sea level rise, but also gives the

public the open space and parts that are so necessary to fill treasure island. there's economic, certainly, challenges and whether we're going to be able to build out all of what was desired in the master plan, it will -- time will tell, but i think that the last ten years, we've been coming to this point. we are seeing incredible progress and the infrastructure is being finished by the island. market rate housing is being finished. affordable housing is being finished. and so, we feel within the next five years, substantial part of what we had envisioned is going to come to fruition.

[music] >> san francisco is known as yerba buena, good herb after a mint that used to grow here. at this time there were 3 settlements one was mission delores. one the presidio and one was yerba buena which was urban center. there were 800 people in 1848 it was small. a lot of historic buildings were here including pony express headquarters. wells fargo. hudson bay trading company and famous early settlers one of whom william leaderdorph who lived blocks from here a successful business person.

african-american decent and the first million airin california. >> wilwoman was the founders of san francisco. here during the gold rush came in the early 1840s. he spent time stake himself as a merchant seaman and a business person. his father and brother in new orleans. we know him for san francisco's history. establishing himself here arnold 18 twoochl he did one of many things the first to do in yerba buena. was not california yet and was not fully san francisco yet. >> because he was an american citizen but spoke spanish he was able to during the time when america was taking over california from mexico, there was annexations that happened and conflict emerging and war, of course. he was part of the peek

deliberations and am bas doorship to create the state of california a vice council to mexico. mexico granted him citizenship. he loaned the government of san francisco money. to funds some of the war efforts to establish the city itself and the state, of course. he established the first hotel here the person people turned to often to receive dignitaries or hold large gatherings established the first public school here and helped start the public school system. he piloted the first steam ship on the bay. a big event for san francisco and depict instead state seal the ship was the sitk a. there is a small 4 block long length of street, owned much of

that runs essentially where the transamerica building is to it ends at california. i walk today before am a cute side street. at this point t is the center what was all his property. he was the person entrusted to be the city's first treasurer. that is i big deal of itself to have that legacy part of an african-american the city's first banker. he was not only a forefather of the establishment of san francisco and california as a state but a leader in industry. he had a direct hahn in so many things that we look at in san francisco. part of our dna. you know you don't hear his anymore in the context of those. representation matters. you need to uplift this so people know him but people like him like me. like you. like anyone who looks like him to be, i can do this, too.

to have the city's first banker and a street in the middle of financial district. that alone is powerful. [music] >> making to may grandkids a program all about pop ups, artists, non profits small business in into vacant downtown throughout the area for a three to 6 months engagement. >> i think san francisco is really bright and i wanted to be a part of it revitalization. >> i'm hillary, the owner of

[indiscernible] pizza. vacant and vibrant got into safe downtown we never could have gotten into pre-pandemic. we thought about opening downtown but couldn't afford it and a landlord [indiscernible] this was a awesome opportunity for us to get our foot in here. >> the agency is the marriage between a conventional art gallery and fine art agency. i'm victor gonzalez the founder of gcs agency. thes program is especially important for small business because it extended huge life line of resources, but also expertise from the people that have gathered around the vacant to vibrant program.

it is allowed small businesses to pop up in spaces that have previously been fully unaccessible or just out of budget. vacant to vibrant was funded by a grant from the office of economic workforce development that was part of the mayor's economic recovery budget last year so we funded our non profit partners new deal who managed the process getting folks into these spaces. >> [indiscernible] have been tireless for all of us down here and it has been incredible. certainly never seen the kind of assistance from the city that vacant to vibrant has given us, for sure. >> vacant to ibvooerant is a important program because it just has the opportunity to build excitement what downtown could be.

it is change the narrative talking about ground floor vacancy and office vacancy to talking about the amazing network of small scale entrepreneur, [indiscernible] >> this is a huge opportunity that is really happy about because it has given me space to showcase all the work i have been doing over the past few years, to have a space i can call my own for a extended period of time has been, i mean, it is incredible. >> big reason why i do this is specific to empower artist. there are a lot of people in san francisco that have really great ideas that have the work ethics, they just don't have those opportunities presented, so this has been huge lifeline i think for entrepreneurs and small businesses. >> this was a great program for us. it has [indiscernible] opening the site. we benefited from it and i think because there is diverse and different [indiscernible] able to be down here that

everybody kind of benefits from it.

>> come shop dine and play. taraval street is open for business. >> i am a coowner at 19th. this establishment came about when me and my brother andy, coowner, we decided that it time for us to take a step up in the barber industry, and open up a space of our own. ory business is a community that shows their true artistic side of the barber industry.

we are involved in teraival bingo so stop by, get a hair cut and when you do you get the barber sticker made just for us. i say in three words we are community, arts and here to help any way possible we can, so come by, visit at barber lounge, 907 taraval in the sunset. you can find us on instagram. >> time for teraival bingo supporting small business, anyone can participate. it is easy, collect stickers on a bingo gameboard and enter a raffle event.