tv Government Access Programming SFGTV June 6, 2018 7:00am-7:59am PDT
been contracted out for many, many years now. do you have any plans on hencorporatin ent positions that are party companies. out by thir >> if i may, we have two prop j contracts. one you just approved was for our janitorial services. >> supervisor fewer: and one for security. >> i want to speak about the janitorial, because we're going out for that contract now, and we're going to be using microlbe's. because of the size of this contract, we can specify we want microlbe's, so i think we may be achieving a very good result with this prop j for janitorial services because we'll be using microlbe's in town. we can look at what it would be
to bring staffing in for security -- or we had savings and that was quantified when you approved the prop j's, but i do think because of the micro-lbe set aside program, we're getting a very good rein th work. >> supervisor fewer: if you could send me that data and the impact that it's hing on the lbe categories. it's just when we're looking at secure employment, tha alwys through tcind we can incorporate themselves ourselves, i always think it's better than to contract out. i undersd in emergency circumances, but for people's livelihoods, i think it is much better to have a secured position within our city and county of san francisco. >> we're happy to look at it and get you some data. >> supervisor fewer: thank you. >> thank you. supervisor. >> supervisor cohen: i don't see any other questions, we will see you next time. >> thank you so much. >> svisor hen: no problem. thank you.
next, we will hear from the library. officially want to welcome mr. aellambert. >> good morning. thank you, chair cohen, supervisors. i'm joined by our acting chief operating officer, marine singleton this morning, and other members of ou leadership team. we appreciate this opportunity to present the library's fyi 19-20 budget. ear for the cal year has been a we he realized the visio of every library every day. all 28 library locations are now open seven days a week. library utilization remains robust. more and more our residents are visiting to take more part in all the vibrant programming we're offering. we had over.5 million patrons take part in library programs thisoming summer, the
libraries summer program, summer stride kicks off, and we have partnered with the national park service with free shuttles from our neighborhood branchs taking our residents to national parks, including alcatraz and muir woods. we had over 26,000 participants last summer, and we're confident we will exceed that number this year. we've also just concluded our second annual digital inclusion weeklast saturday. san francisco public library aspires to be t premier urban library in the country and and county of san francisco.y in building the budget, we have an organizational commitment to excellence and our strategic priorities serve as our guide post. the library fyi 19-20 budget requests includes a number of
one time investments in equipment and capital. marine will be providing you th an overview of the library's budget today. >> good morning, supervisors. thank you for this opportunity to run through our budget and give you some informat on some key investments for the up coming cycle that covers fiscal years 19 and 20. on the sources side, you can clearly see the largest source fore the library is a library vaterfund, whe voters approved in 1996 as well as 2007. our next largest source for fiscal '19 is our fund balance, and that is because we u our fund balance to take care of some one-time investments. so the up coming year you'll see a large investment in capital. >> supervisor cohen: excuse me for the interruption. supervisor fewer just asked a question that i thought was
very poig nan very -- poignant, this largely is made up from the library budget set aside? >> that's correct. you'll see that we have a large investment, aic mentioned, in capital for the up coming cycle. high level on the uses side, you can clearly see the largest component of our budget is for labor, and that's no surprise, given that we provide public facing services, and as michael mentioned, we provide 1,460 hours open to the public each week. this cycle, our next largest figure is capital, and i'll talk a little bit more about that as we walk-through our strategic priorities investments. you can see by the next largest category colltions, and that is so that we maintain a robust collection for the public and evolve to meet their
needs in e collections and physical colltions. with respect to fte's, we're keeping it the same fte's with slightly justs for atrition savings. for premier urban library it's about creating a connected community, and as you saw, we provided nearly 18,000 programs in fiscal '17. so as we provide more programming for the public, there's more demand for materials and supplies, so the up coming budget provides an allocation of around $75,000 in order to have enough materials and supplies, whether it's a maker space program or use learning program. for youth engagement, it's about having opportunities for youth to be engaged, empowered, and connected, and the upcoming
budget cycle includes the creation of an after school digital clubhouse at the main library, with a target age of eight to 13. there's about a $35,000 allocation for that activity. another key investment is enhancing youth learning and leadership opportunities at $1 $100,000. what that allows us to s ntinur card program with the san francisco unified school district as well as provide additional funding for stem programming, our summer stride programming, and then stipends for our youth who participate in our engaged leadership program. the libraryship p with folks across the city, both with our fellow city departments as well as community members. our key investment this cycle is with the sheriff's department to enhance safety and partnering with them at the main library.
our other investment that we e sustaining is with the civic center commons. that's keeping our funding level at 100,000 for the upcoming year. and again, because we're providing more programming for the public, we need to make sure that we're marketing it and everyone is aware of all the great resources and the programming that is available for them. so you see a small enhancement there of about $25,000. literacy and learning are key investments that have to do with collection. in the last cycle, the board of supervisors approved an enhancement of just over $1 million, and we are sustaining that with this proposal. for '20, we're proposing increasing that by $1.7 million, with the key focus being in e collections, and that's being responsive to the public's use of our services and our resources. in fact we're seeing about a 25% increase at part of this
dal strategies and ement.for our facilities matenance, strategic priorities, the focus is really on the future. we want to renew, refres rhenvate and enhance. so in particular, one of our enhancements is for the tech out program. this allows members of the public to check out mifi devices. this enncemen around $91,000 would allow us to grow that program by 170 devices. that would bring the total deces available to the public to 300. this would allow the patrons to check t out muche ou physical materials and take them up for up to a three week period and provide connect activity and access to those in need. another key investment in digital strategies is for the modernization of our collections management system, where we would transition to
the industry standard of radio frequency identification systems. the goal of this is about improvingat rvic, so it's allowing them to check out the materials faster but also to help our staff process the materials more quickly, get them back out on the shelves, be respove hold requests fr our patrons. this was approved by coit in -- earlier this month, and just as a point of clarification or information, about 75% of the bay area libraries already use is technology. our other investments are growing our laptop lending kiosk program that allows patrons to use laptops within and then, the next two items are really about refreshing, so making sure that o servers are replaced as they reach their end of life cycle. and then, the same thing for audio-visual equipment that's used both by the public and our
staff. and then, the final strategic priority category for you today our facilities maintenance and infrastrras mentied with strategies, the focus is really investing in t. renewing, refreshing, rhenvating and enhancing. the major investment for this cycle is for the capital programs for three branch libraries that were not renovated as part of blip. n excuse me,hich w branchs were not renovated? >> right, so that's chinatown, mission, and ocean view.we stay study in a partnership with public works, and once dedthat, the liary commission determined that at this juncture, we would proceed with the renovationhe mission library first based on its most immediate needs.
so the proposed budget adds er $14illion to prior io which would allow us to fully fund the mission branch renovation at 8 million. we willlso continue to do evaluations of the chinatown andoceanvi library locations to further did he ev t some scoping allocations. we are funding them on a pay as you go basis. other investments in the future have to do with creating facilities masterplning, s want to invest and how do be responsive to the community needs. so you see some small investments there and then a pay as you go approach in the second year. we're also looking at efficiencies by refreshing o automated materials handling right now we have a machine at the main library that sorts the
materials for the main and allows them to get back on the shelves quickly. however, for the anchbr the work is done in a very labor intensive way, so thisld add mach t sort the material the branchs and get them back out there and available to the publica quicn. renewing and refreshing, over the next couple years, we've built in money to renew our elevators at the main library, a look at our heating program,i and ventilation needs, and being responsive to air conditioning handling needs at the main library, again, as these items reach their with that, this concludes our overview of investments, and we're happy to answer questions. >> supervisor cohen: if you could go to page four of the nonlibrary uses, i see personnel services.
i'm wondering what is that? >> so that includes some of our contracts for building services systems and ot o i.t. so software, the maintenance o somef our i.t. system so that's the largest component there. we also have -- captured -- actually, i've segregated it there, i believe, our debt service is separate from that, yeah. >> supervisor cohen: separate out? >> yeah. >> supervisor cohen: okay. thank you. my next question, so curious to knowt'sha concrete benefit of therfi system what's the concrete benefit that it provides our library system? >> the concrete benefit is that it will improve customer service. this is stream line our patrons' and our staff's ability to check out materials in a more efficient manner, but on the othert a
imps theki conditions of our staff. it provides ourorkforh the modern tools to physically hand materials, get them back on the shelf faster. the way the technology ws is that you ca check in or check out a stack of simultaneously rather than with the current bar code scanning technology where you have to individu check inheck out each item. there's an added efficiency with rfid for our workforce. currently, when a member of the public has to check out an em, they have to rub the book spine of that item against a magnetic brick. with rfid, our staff will no longer have to perform that function. >> supervisor cohen: one of the things that occurred to me as a kid growing up in the public library system, i know
exactly what you're taking about, the librarians would rub iemthat. are theny cosing benefits to this technology? i am kerped we are -- concerned we are eliminating jobs. we arno etin jobs. the you know john -- the value of implementingrfid is we will free up between six and seven fte annually that could be freed up for other strategic ioripres,ore meaningful public service. there is a significant amount of staffing capacy there that can be redirected for more programming, for example, or even safety and security because that's a top priority for us, as well. >> supervisor cohen: so is it -- so to be fair, i think that this is kind of like in the nice to have category as opposed to necessary, and i
just want -- that's my take on it. how would youegorze it?is t re that is necessary to the core tions of the library? >> i wouldractert a a necessary investment at this time. we had hoped to implement rfid at the outset of the bra library improvement program. we were unable tore fundg at that time. the checkout equipment that started coming on-line in 2005 with the first openings of renovated and new libraries, that equipment is now nearing the end of its useful life. ing upgrade that equipment, and it's becoming more costly to maintain an older standard. the industry -- the majority of the industry has moved to rfid, and asth marie mentioned, we'r surrounded by bay areas tt adopted this technology. we want to offer our residents
the ve exptce wn thuse th library, and rfid presents the best opportunity right now for that. >> supervisor cohen: do you know how much -- are you able to quantify how it lessens the wait time? because i do remember long lines in the library. if you had this presentation, i think you said in the presentation it scans a stack of books as opposed to that individually. can you quantify that, do you know how much that reduces? >> yes ma'am. and our chief analytics officer is.re i'm going topt a at question. we have conducted a time motion study to study the time it takes to check out materials in materia a then we have extl the efciencies that would be gained with rfid, and we have calculated that to be 15,000 hours peryear.
time saving convenience is an important factor for our residents in this day and age. nobody has enough time, so if we can improve customer enceexperi and improve our operational efficiencies, we feel that this is a good time to implement this project. >> supervisor cohen: all right. thank you. supervisor yee? >> supervisor yee: thank you, chair cohen. thank you for your presentation. there's -- i -- thestis are -- ty are -- are related to budget, but sort of not. the -- one of the renovation projects you named was the john tom branch. >> yes, sir. >> supervisor yee: i just wanted to point out there's open space on that premise, which i raised a lot of money to make that happen way back when, and it was always difficult for the library to
activate that space, but at least for a few years in the beginning, the programs that had children could bring them up there, andhey were pretty we come. through the years, itmsee it got less and less welcoming. as you're thinking in terms of rhenvating that space, is there a way to let people know, or you know get them to sense that they're welcome to go up there, because it is a public space that cost at the time about 3 or $400,000, which again, doesn't sound like a heck of a lot of money today, but again, it must have been about 25 years ago. it's kind of sad for me to see that so und utilized. the second remark is -- so we're talking about, you have a facilities maintenance plan to
continue to rhenvate and update the branchs. about in the city is, is there really a need for an additional branch, and how do we actually do that analysis? i -- i get sensitized to this because when we would walk to the library, we'd walk a couple blocks. my daughter pointed this out to me, there's no library within two miles of her. san francisco is a big city, but to me, two miles, you're not going to walk there, and you're just encouraging either don't expose the kids to books
or encouraging people to just keep driving there. and the area that i'm talking about is the closest one would be vis valley library branch or excelsior library branch. and if you go up and look at the area around -- across from crocker-amazon, and up the hill, that whole area has nothing there, so i'm just curious, are there any discussion whether or not that's a possibility? i know that's not my district, but that's where my daughter lives. >> well, first of all, thank you for the questions, and thank you for your earlier support of the chinatown branch library. i'm very pleased to report that the public works department completed a feasibility study, and they presented that to the library commission on february 1st. one of the activities that was undertaken as part of that project was the chinatown branch, and they've conducted test fits. we recognize that roof town terrace of the chinatown branch
offers some spectacular views and in planning that renovation, we want to active vate that space and make it available for seniors to havei garden experience for youth or class visits. so we're absolutely keeping that in our considerations for the chinatown branch renovation project. we look forward to engaging thatmunit further and getting a sense of their desire for programming in that space. with regards to the need for new libraries, absolutely. libraries are more important now than ever. we have had conversations with the mayor's office of housing and community development, hope sf, and the planning department. i understand that there's going to be an update to the nexus study that was commissioned back in 2014. we have worked very closely with the planning department in the past year on a study that
looked specifically at the southeast corridor, and that study is projecting the population of san francisco to grow to between 1.1 and 1.2 million residents by the year 2040. with those projections, and our currenttandds of service, there is a projected need for a minimum of five new library locations just for the southeast corridor, and we are looking at the shipyard, candlestick point, hunters view, dogpatch, so we absolutely recognize that the -- the growth and development in population will occur there. we' also in conversations with the treasure island redevelopment agency, and we recognize that there is anticipated growth in population and development in treasure island, as well, so we're considering adding a new library location. what we want to do is b tentio. we want to commission a new
branch capital plan and just as we did with the branch library improvement program, we want to be able t systematically prioritize whereew library construction should occur with this next wave of construction on the horizon, we're examining opportunities for colocating library facilities with public housing or perhaps even partnering with sfusd for a joint use facility. [please by for captioner switch]
it is not safe for people to go there. and i went there and it wasn't safe. there was nobody there. so i would like to see seven days a week, i know that time is money. >> tell me,wh >>ndrfid, which i do not support. i rather that the right bury -- the library was safe for people to go there in a neighbourhood where they have small children and spend 3.4 million on rfid would have cost of 194,000 a year. i personally would like to see that money not allocated for this purpose got but to see this money allocated to make sure that our librariese actually truly accessible. if it's not safe for people to go there, they don't go there. i don't find it a safe library to go too often. this has been ongoing since i've been in office. at one point, we did have officers there every day.
that's been cut back to three days. and, you know, i don't know why everybody thinks that's okay. i don't find it acceptable. you know, we've had assaults of library personnel. i don't understand why you think it's okay that the people who work there aren't safe. we've had assaults on patrons, i don't know why youthin it's okay for patrons not go to this library. we are also buyingnew technology that we frankly don't need, and the checkout think that i don't buy it. i've got a kid, we've gone to the library, we are heavy consumers. you know, she checks out her own books. you have yourself checkout stations, which i guess you are going to throw away? we are going to throw away working equipments that kids use now. she's very proud of herself when she checks her book out. instead you want to give her technology whereby people contractor? i don't want my daughter track tracked. the aclu does not support rfid technology. the electronic frontier foundation does not support rfid
technology. the american library association does not support rfid technology. i'll be perfectly blunt with you because my kid is a technophile, she corrodes, she's on computer, she doesn't want it. you've got consumers that doesn't that -- they don't wa to touch. she does this elaborate internet safety stuff. sheesiuris some websites ere one can track your movements. these young people are really concerned about their own privacy and you are putting in technology that they don't have a vote in, that will track them when they know that they don't want to be tracked. so i think this is chnology solution in search of a problem that doesn't exist. and you do have a problem that does exist that you still haven't addressed, and in my year and a half and -- on the
board, i know that branch is not safe on seven days a week because you don't deploy officers there seven daysa week anymore. i will be making a motion not to include this in this budget. the rfid. >> let's give mr lambert an opportunity. i'm sure he wants to. >> thank you supervisor cohen first ofl,i'd like to apologize that you had a negative experience at the eureka valley library. safety and security is our top priority. we have invested nearly $850,000 and a landscaping redesign project to mitigate some of the safety and security concerns on the perimeter of that building. we are certainly open to re-examining the sfpdm work order and redirecting a greater portion of that for the branches and increasing the amount of coverage and control for eureka valley. with regards to rfid, ironically, that would allow us
to repurpose more staffing capacity and convert some public services position into more buildings anrounds contol officers. we currently have about 21.5 fte of buildings and grounds. patrol officers. we are fully cognizant we are operating in and no new fte environment. with respect to rfid, i want to clary the record, there's absolutely no threat to patron privacy with rfid. the technology simply does not function in a manner where individuals can be tracked. i'd be more than happy to provide more explanation of how that works. our chief of collections and technical services is here today. she's the technical experts. we also provided you with a one-page, double sided handout that provides an overview of the benefits to users and our staff, as well as addressing privacy, but with regards to privacy, i just want to say that librarians are champions of personal
privacy. we do not have an adversarial relationship with the efs or the aclu. we consider them our partners. i would say kindred spirits even in our fierce crisp -- protection of privacy and individual civil liberties. intellectual freedom is a core tenet of librarianship. we will protect our resident's knowd seek information without fear of their identity being compromised in any matter. we would new -- we would never do anything that would jeopardize the privacy of our residents. >> thank you. i have to jump in here because we have a long list of things left to do and you will be coming back to talk a little bit more in-depth. this is just a hearing. we are not voting on anything. there will be opportunities for you too. >> can i just read this? >> of course you can. >> this is what i have from eff and aclu. both of them have opposed and
continued to oppose the use of rfid technology in libraries because there are significant privacy breach concerns. nothing has changed. i think frankly, eff knows what they're talking about so does aclu. >> all rig f may, chair, true that one individual from eff and one individual from the aclu drafted a letter to our city library in over a year ago. the city librarian responded and offered to meet with those two is engaged with multiple staff technologists and experts from eff over the past two years. at no time did any of those staff members from eff oppose the library's intended use of our rfid in the manner we tended usto it. >> thank you. this is a budget hearing. we can talk about the merits of technology at another hearing, for the most part, supervisor fewer has a question and i would like you to address a little bit
more about your fines and fe structure. supeisor feweryou still have questions? >> supervisor fewer: yes, i do. do you have any vacancies that you haven't filled? >> yes, we do. the library has between 695 and 700 fte total in our workforce. i'm not sure on the exact number at this time, i would say that we have close to approximately a ten % turnover rate at any given time. i do not know exact number of vacancies off the topof my head but i do think it is around 86 positions in various stages of recruitment. >> okay. >> supervisor fewer: are you seeing challenges in fulfilling all of your f.t.e.? >> i would say the biggest chngand filling positions is at the management level where se leadership with the cost of living in the bay area, it' area, it'sg
harder and harder to attract top shelf talent unless that talent is already existing in bay area. but as far as a line staff, we have no problem with filling eligible positions. >> supervisor fewer: thank you. i have a question about the rebuilding and remodelling of your libraries. have you ever asked but the mayors housing, building affordable housing above our library? as you know, we don't own a lot of public space left in san francisco, and i love the libraries in my district, but they are low density. i am just wondering if we have ever thought about building housing liberies. >> we would love to explore that further. we are aware of other municipalities that have colocated -- co. located library facilities and that matter. we have had preliminary conversations with hope sf with and having all ci on
anuntyco services available on the same footprints. we are very excited about that prospect for future libraries and we intend to embark on that in a meaningful way in the coming fiscal year with the public works partners. >> supervisor fewer: okay, "thanks. i want to say that rfid, i am also concerned about the privacy issues. and i look forward to a deeper discussion about it and raising the same concerns that supervisor at sheehy di >> we can certainly bring that next week if you would like, if it would be helpful. >> supervisor fewer: thank you very much. >> thank you. >> thank you very much for your presentation mr lambert and welcome to the helm of the public library. we will continue this conversation. i will get more information about that fines and fee
structures off-line. >> thank you, care. >> next we have sfmta director ed risk in here. welcome. >> thank you madame chair. i am your director of transportation. happy to have the opportunity to present our two year capital and operating budget. i also want to thank you for your service on this committee. it's an intensive process for the next six to eight weeks. so i appreciate the work that you do to deliver a balanced budget to the board of supervisors. >> supervisor fewer: before you begin, i would like to say and acknowledge that this is her last budget process. i want to say hello to you and congratulate her for moving on and those of you who don't know, she will be retiring and she has done a tremendous job as a cfo for the metropolitan transportation agency. i just want to acknowledge her
leadership on that front. thank you. >> i completely echo that and was planning to do the same. she has been a force for good for the city and it is not just the budget by that manifests, but a lot of aspects of the agency. we are very grateful for her leadership and perhaps we will convince her to stay. though given the daily reminders of her impending retirement, i think that's unlikely. i did provide a lot of materials to you. >> supervisor cohen: yes, you did. >> a lot of contextual material as well as material responding to some specific issues that have been raised the members of the board of supervisors in deference to the chair's request for brevity and efficiency, i don't plan on presenting those but will be happy to answer any questi tything that we do have. so i will try to keep it brief and hig high-level terms of the presentation itself. but like you've heard from some of the other departments, what guides our budget is our
agency's strategic plan which has a vision of excellent transportation choices for san francisco and for those around which we orient the work that we do, not just the budget work, but policy, operations, any decision-making that ar doing in the agency is meant to be aligned with thes four goal goals. the agency has a great brats of responsibility. it gives a snapshot of some of the brats of what we are responsible for in terms of people and assets and service. and that manifests or is driven by, what is proposed as a $1.2 billion operating budget and a $2.8 billion five year capital improvement program. in terms of the operating budget, really both a budgets, the topline story is that these are strong budgets that help us advance the city's goals with respect to transit first safety
and division zero, and our climate change goals for the city. specifically with the ating budget, you can see a slight increase proposed for the next two fiscal years, going from 1.18 21. to one and 1.27 in the second fiscal year. and there is a true two-year budget cycle. this shows you some historical revenues and expenditures. the break down here, by category, it shows you that the lion's share of the expenditures side of the budget should be in salaries and benefits for our staff. if yoyou can see modest growth l of those categories from the current fiscal year looking forward. more specifically with regard to staffing and fte growth, we do show a not insignificant growth
and f.t.e. in this upcoming budget. and that is entirely really within the transit division. with offset on what reductions we've made and other divisions, and this is really representing the core of what we are proposing in this budget which is about more you need less crowding, but also to prepare ourselves for future demands. so included in this, are the start up of the central subway operations, halfway through the second fiscal year, more new light rail vehicles in service. the service plan that goes into effect this coming summer adds 22 light rail vehicles to the service plan. we will have a total of 68 new vehicles in service by the end of 2019. as well as an expansion on the rubber tire side. we will have an increase in the
fleet of 80 buses by 2019. not just more buses but larger buses moving from a 40-foot coaches to 60-foot coaches. and support of those things, we are opening a new bus maintenance facility next month in district ten. and are conu tonvest in workforce safety and trading as the acknowledgement of what we serve and operate increases and changes. so our priorities for this budget can be boiled down to a few things. one, is the support of affordability goals. this is something that was championed by mayor lee as a cost-of-living has, as you all know significantly increased in san francisco. after housing transportation -- after housing, transportation is the next hit on the san francisco pocketbook. continuing our free and reduced programs and looking at ways we
can lower other fees. one of our priorities, second as i mentioned, funding expanded transit service to today's and tomorrow's demand. and there is a number of changes we made to our fair structure to incentivize transit ridership and i heard your comments and your concerns, chair, with regard to the taxi industry. some targeted reductions that supervisor sheehy previously recommended. with regard to new service, as you know, we have a policy by which we do equity review at nehbourhoods throughout sanaged francisco. we look at quantity and quality and performance in those neighbourhoods as compared to the citywide average. and then by policy fund adjustments that we need to make
to make the service provision more equitable. coming out of that process for this budg cye, youcan ee highlighted indon this chart, a number of service increases that we are making to serve those neighbourhoods. also witheth additional train service, there is additional service coming in to the service plan to address existing crowding and demand issues. a prethe investmen in service. i made reference to fair changes to incentivize ridership. generally, our affairs index with inflation as well as all of our fees and fines, d's at sevet seven changes are deviations, mostly downward deviations or new products. i won't go into them all, but they reflect a few different themes. one is transit fair projects
that we think are overced based on declining usage such as the monthly pass and some of our visitorpa products. also, using greater fair differentials to incentivize people to move on to clipper, and union -- and many mobile. they proposed for a new adult a pass and this would be to target more infrequent writers but give them unlimited trips essentially for the cost of two rides. so these are things that we are doing to reconcile our affairs with a where we see demand is but also to incentivize more transit ridership. there is some risk in our budget, as well as the general funddgetbu in form of the potential repeal of senate bill one. the signatures for this measure for november have been submitted
through the secretary of state. i think within the next week or so, they are expected to be certified and this would be a measure on the november ballot to repeal the gas tax, diesel tax and a vehicle fee, increase that was passed by the legislature and affiant -- signed by the governor last year. in terms of us in the city, it is about $50 million annually and formula funding. 27 million that goes intorou operating budget, 23 million that goes to public works saving budget --gin budget and another 10 million budget in state repair funds. and other categories of funding that we can compete for. that is a risk that we need to watch. there are other risks that we share with all the other departments. we have all of our labour contracts, that are in place for the first fiscal year but to be negotiated beyond that. so uncertainty there as well as what ever might happen with the
economy, we obviously receivea significant amount of money from the general fund. that the only downturn would directly impact us as well. in terms of the capital budget, at a very high level, it's about a 1.1 billion-dollar budget over the two years. you can see from this chart how it is allocated among the different categories. a lot of fundthat we get are ed to specific categories of expenditure. so we don't have full ndabily of these funds, but still a pretty robust capital program. you can see it is a fair bit lower from where we were two years ago and that is largely because of some large expenditures that were somewhat over the hump way that such as central subway and our fleet replacement. the fleet program, for example,, we will have by the end of 2019, replaced just about the entire best fleet and as i mentioned,
we will have expanded by about 40 % the light rail fleet. some project highlights in the transit side, you can see here. it is everything from the fleet facilities towhat call a state of good repair which is in the existing infrastructure where it can be safer and more reliable. these are things we really need to do. on the street side, i know an interest to many of you on the board, pretty significant investments in pedestrian safety, bikesafety, traffic coning and traffic signals. all steps towards getting to vision zero. the capital investments being one part of our investments to get to vision zero which is now not so far away. like on the operating side, there is risk to some of the
revenue sources. on the capital side, these include the bridge toll increase which will be on the ballot in a few weeks which hundred $40 million will be dedicated and again, there are other competitive categories that we think the city would compete well four, we've also included the anticipation of revenues that were recommended by the transportation 2045 task force in our budget. one thing not noted on the slide is we also assumedcap and trade revenues, and recent route awards from theage program provided significantly fewer revenues than we were anticipating. we submitted an application for 572 million. we are not anticipating getting that level of funding, but the award of 27 million, relative to the 572 million-dolla $572 mills significantly less than we anticipated.
so there are things that we will need to reshuffle within our capital program to address that change as we will shed --as shred either of these not happen. that is a high-level summary. lots of slides and i'm happy to answer any questions that of you may have a. >> chair cohen: great thank you. you are not expecting any revenue from the taxi medallions sales and the next coming two years. could you explain that? >> yeah, so the taxi medallion sales market has not been active in recent years, for some of the reasons that we refer to earlier in the conversation with the airport. we did recently release a report that we had commissioned to help us think about changes we might want to make in the taxi industry and i think you heard me mention -- i think i heard you mention that we will call for a hearing and i would happy to be going to details about that. part of that will be working -- looking at how do we revise the
medallion market, based on the revenues we are currently, ar not counting on revenues coming from the taxi industry. >> chair cohen: all right, good. we will table that part of the discussion for the next maybe 30 or 40 days when the hearing get scheduled. want dive too much into the budget about the taxi medallions and the licensing program. colleagues, i don't know if there's any other questions for the director? pertaining to the budget? maybe transit capital priorities? supeor fer? >> supervisor fewer: thank you director reiskin for your report. i want to thank you for the memos scent to us dated may 15th, 2018 following up some of the questions that i actually presented to the board of directors about your budget. so thank you very much. i just wanted to respond a little bit to the school crossing guard program, and i think that what i have an issue
with, i think is that in order, your quote by your letters to s ordertoaddress fyinin schools, we are proposing to find an additional 20 positions. so i understand that, but from my understanding, isthat difficulty is actually to recruit and retain these people into positions. is that correct? >> yes, thank you supervisor fewer. thank you for your feedback to our budget which, much of which we've been able to address the feedback. it was helpful and we heard from others with regard to crossing guards, as well. that's where, in the proposal, for an additional 20 positions, came from which would allow us to close the waiting list or the request list that is outstanding that we've not been able to fill. has been challenging for us to recruit and hundred -- retain crossing guards, but there have been changes that we've made in
recent years, in recent months that's helping us staff up those positions. we are confident working with other city departments and working through community-based organizations that we will be tionato staff th ad woulti bring from 195 up to 215 funded crossing guard positions. >> supervisor fewer: i think you have heard that supervisor yee is working on employment for seniors who want to get back into the job market. i think you know there has been a proposal by the union that if these workers are working 20 hours a week, that you would probably be able to attract more people and actually retain them for a longer period of time. there are schools on that list that are inmy distric the waitlist that i think are very ngerous intersections. can you please respond to the issue of what slu has brought forward that perhaps, if we spent $2.2 million on this
program, that we could actually have a workforce that could be relied upon, and also, we could encourage more people to enter into this -- these positions. in particular, seniors. es, ythank you again, through the chair, supervisor fewer, we did receive a request from the organization and we have a collective bargaining agreement and there is a process for managing changes to the contract during of the amendments he of that. our current contract goes through 2019. we are committed and i have commuted -- communicated with them that will work with them with the process to consider changes to our collective darkening agreement. the number of hours a crossing guards work as determined by the number of hours they are needed to perform their duties. those hours don't add up to 20
per week. us paying them for more hours than they are actually working, i don't think would be appropriate or responsible. we have been working to address through other means in terms of how we are reaching out to folks and wedthe opportunity to partner with supervisor yee and his initiative for jobs for seniors to improve recruitment and retention so that we can fill those slots in a cost-effective and appropriate way. [please standby] departments un