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tv   Government Access Programming  SFGTV  June 6, 2018 9:00am-9:57am PDT

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california code of regulations. [please stand by for captioner switch]
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we have to pay for insurance. the cost to maintain the software that is library software, the catalog chec out, that sort of thing. when you look through this list. if you were to turn to the next
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page, it shows you what the actual costs were for e born by the law library. you could see the income we received large amount comes from court filing fees, which have declined dramatically in the last 6-7 years, which i will talk about in a second. our income is slightly above our expenses. i thought it was important you see this, normally the supervisors are focused only on the appropriation but we are managing despite the hit to our filing fees. so if you you turn to the next page, it shows you the dramatic decline in filing fees, state wide since about 2008-2009.
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it's a terrible drop. but if you look at the next page, you will see that our impact from the drop in filing fees is even worse. ovcrea47 in our fees. and the fees are our main funding and that was set up in 187 ene law library was borbasi we are l nded by a portion of civil filing fees but for soon asling feeshave dropped, including its impact to the courts, it is certainly affecting the county law libraries who are in the position of having to fund legal materials year after year but yet our income has been cut
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almost in half. one of the reasons for the filing fees has been in 2008 was a uniform fing if you are in butte county or san francisco, you will pay the filing fee, it's not locally adjusted. as a result, thhthe e and parti counties that expanded the rs of people who cannot afford to pay filing fees, so it expanded the numbers who are entitled to request fee ount of filinve.'s impae but another important thing that's impacted them, there's her alternative mesms,ni dispute, such as arbitration. a lot of major companies are using arbitration when they have a dispute. so although those oups may use law library resources to
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some degree, that has moved things out of the court that would normally contribute to filing fees. so the court is feeling it, and we are feeling it, but if you take a look, it's pretty dramatic d a b .chal the next slide shows you what the next two year proposed budgets are. from the appropriation. and there hasn'teen in decades. we don't have any capital investments. we have no service charges. in terms of new initiatives, those initiatives are within our law library budget but itiaa tempy e workingon is through materials that were stored to determine which could be salvagedwhich will fit into the law library space. it's quite a large project.
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our accomplishments, we managed to consolidate our resources. we are always, always looking to cut corners with respect to ways we do that, we materials. lso participate in a county law library, consortium y to increaingsav we also have to make hard choices. we hamany, many descriptions in the past and we have had to cut them back and we look at every single invoice to decide, is there anything we have that can deal with this. we have worked very hard on this and one of the things we successfully did which diane was responsible forwas es netiating reduced rates for illegal databases, which is huge. and we are expanding our social media outlets, we have created
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a legal blog in addition to our other outlets. we are continually increasing our legal education programs and we were delighted to be awarded a grant m e refrwhenabled us to replace computers in the library that were over 10 years old and won't be supported any more by some of the software. sttegic goarects and collaborating with the protocols and efficiency which we are very excited about. we are assessing the condition. the suitability and utility of the 160,000 volumes stored by the city when the city, when the law library wasn't moved back to city hall a the retrofit. unfortunately less than 10% of that collectionen woe able to fit on our shelves so we are going through not only
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to assess their condition but to assess what we can actually retain. diane and i do this everyday. we have a staff of temporary librarians helping d it's quite, for me, a long-term law librarian, it's mo and painful experience to see what we aren't going to be able to save but it's exciting to look at what we have. another portant project will be conservation cataloging of our rare book collection. all this item in that collection was publisin 1491, or maybe 1490 and our collection is unique and requires some conservation measures and special catangwe d but this is a project we are
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looking towards. and you could imagine 400-500-year-old materials are crispy dry but they have been managed pretty well over the years, because thanks to san francisco's climate. strategic goals continue to facilitate access across san francisco.t ople, why are of various generations or various education backgrounds including long-time lawyers have different abilities to work with some ectronou we have materials that are more complicated for practitioners and we are always seeking to provide what is needed for any pers o matter what their need is in san francisco and we
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are excited increasing partnerships in city partments superior court access center exnding with other ts and departments. >> i just want to let you know we are at the 10-minute rk for esenprtion. >> okay, thank you. >> i think we have a couple questions. supervisor fewer? > supervisor fewer: thank you very muc you reference about moving the books from the law library books from brooks hall. i think a year ago there was discussion at the budget committee for the need to develop a plan to move all these books and it sounds like thers a deadline set for ryday december 2018 to complete that task so do you think you will be able to meet that deadline? >> i am proud to say we came up with a system that's enabled us to move forward much faster than we thought we would. 160,000 volumes of legaloks
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is innumerable amount of dusty boxes and we thought we would have go through every box but we came up with another method so we feel ahea on determich wh materials we be analyzing more closely, that will be a little biowm sure supervisor fer: great. so you have secured a contract who can move the books for you?e >pervisor weha cacured co move bo >> the fact of the matter, what we are hoping, most of the books will need some kind of cleaning and a ther thatthiesthe blic librar what their process is they would take the books sitef d rethurn em the law library, we are hoping at that stage of the game that would be how this would work. > supervisor fewer: thank you very much. >> any other questions? seeing none, i appreciate your presentation. ext we are going to hear
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the oa total budget $8.5 million and again, this is also a unique board because there's no general fund dollars that go into their budget. also from whaan tehave no new f.t.e.'s.
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>> a you, supervisor cohen, supervisors. hopefully our budg not a complicated hinglse we do. i don't know if it's showing up >> before you go further can you introduce yourself? >> robert collins, executive director of the san francisco rent board. so again, thank you for having us h and let me begin with our mission. i have only x slides, hopefully we can keep it under 10 minutes and you can ask any questions you have. the mission of the san francisco rent board is to protect tenants from unjust rent increases and unjust
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evictions, providing lords fair rent, efficient an consmiistenstration of e rent law, to omote the presva hoafing and to maintain the ethnic and cultural diversity unique to san francisco. it's ry tall ission and we are in ddle of a lot of battles at this time but sive and is a great ency at resource for people. our strategic goalis to deliver that.n to process landlord and tenant titions more effectively. to provide infortion. to increase collaboration with other city departments and ensuring san francisco's diverse community can access the deservme so we expect, to
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ons rore becase we expect increased filings in the future that require more resources to exas an ple, whave the soft story seismic trofit ordinance whichmandates il be c retrofitted. we are workwith folks at of work will eventually go that to the rent board as a pass through for inspection. we are looking at process morey.ic st year we have redone the way in which we lo at tenant hardship applications for example, and we are looking piloprojeccidg t aring weare challenged wi. keep our information upo-date
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because our information is also very legal in nature and ert that goes on between providing simplified information peo coect. y ensuring they have access to department services and ion eased collaborat nt.thjust touch on both hoseor collaborationdepah ments. you have seanumberof laws that are great for us, because we ed to rely othetaso when you ask the planning department for example into account the data at the rent or ask the yor'ceto advantage of data at the rent board y forward programs, that data is important. are looking at ways to
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streamline those data requisits. u ayo the new san francisco are all d, the new city, the relies on working r much more and we are very actively working at getting better at working toget heart the re ing new dear isrkinwith san an diverse counity specifically the limited english speaking community and we do that by a variety of ways translating our materi providing interpreters and translation of all our materials.yea s prebudg a $30,000 increase for increased interpreter service. >> $30,000. >> correct, for a oft $90 but i exponentially the use of those services. let me move onto legislative isn'all together new.
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we move slowly, worload from legislative changes, the a forementioned st story seismic retrofit ordinance passed in 2013-2014, 5,000 thir housing st will be retrofitted in this way and we ext will coming to us as petitions r par application for hardship waivers of those pass-throughs for tenants. also dring ad is the ling of agreemwithents the department and we are receiving many, many ose.f the
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i'm trying to showcase the challenge is some of our petitions have gone down. regular tenant petitions are high tw years o, then creasiher kinds rpetitions are of buy outs that often require more work than the petitions have been kind of holding steady. ate at. charattemp filings are where they were but the naure those filings chging due to the seismic press iwibe much more well as u labor intensive on our side. so for that reason, we are
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keeping our f.t.e.'s at the mlevel, as pethe directive, we 37 f.t.e.'s in the 2017-2018 year and this year we are keeping it at the proposed budget for 2018-2019 is 8.5 million. it's about a 5.8% increase from last year's approved budget. and that is mostly a reflection increase in salary and fringe costs, nualization of new position and increased interpreter and translation budget, i.t. support and smaller items like that. >> if you don't receive any general fund dollars, where and how do you get increases to your budget? >> our budget eniy nded by the . the rent board fee assessed
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on every rental unit in san francisco. the controller determines after approving thbudget the amount of funds that are needed. assesses that amount to cover the budget. that's eata grseinto our last slide which is the rent board fee $45. this fiscal year we anticipated the rent board fee going up to $47-$48 but are happy to report it will come in at the same $45 per unit, $22.50 per s.r.o. unit this year. >> supervisor cohen: so no one gets a raise? >> well, wewere able to have some savings from prior years. >> supervisor cohen: okay, that's good now. do you have a rainy day fund?
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doyohave money available if something terrible were to happen that would help you? >> not really. the only thing we wohave is prior years' surplus to use in a future ve no other an >> supervisor cohen: if something catastrophic, i will direct my question u tobut also staff, thre was something catastrophic and your budget wasn't able to absorb the costare there restrictions that would prohibit you from or nothe own on the general way -- s no>>the way we have operated. we would have to research that. i think at this point if something catastrophic were to happen, we would look for appropriation ordinance would allow to go back to surplus in the fund currently but whether we could ac gefund i have no id. kelly, do you? >> supervisor cohen: no, you are right probably the most expedient is budget ppll e thank you, supervisor fewer has
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a question. > supervisor fewer: yes, thank you for your presentation. how much time do you th you spend on owner pass through petitions? >>s difficult to sa i ll say this, they are much more time consuming than tenant petition because there's no heap or illegal rent increase. you are really doinaudit on the operating cost of bung for two consecutive years. as you can imagine, it's many fold more complex than most other kinds of petitions but i don't have a specific number i could ve yo we have maybe, probably about 20-25% of our staff is probably devoted to processing those, even though the filings are significantly less than other kinds of petit.beca they are more intense? you have tg deepr. even though the filings are
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they are very time are less, consuming, each petition, is that correct? >> supervisor fewer, that's correct.alsaling with petition where there's many respondent tenants.u mighhave a petition f one building but there may be 30 tenants interested, want to look at the file, get more information, want to raise objeions, want to be at the atthe hearing and maybe many are affected by hardship situation, and often times actualltin a spill-over effect. you may have tenants who want there waa petitionpetition filed by the landlord. it's a driver of more work. pervisor fewer: got it.andythin suffic stfing to handle the work load you have? >> we are trying to be creative. our challenge is we have no more space. so even if -- like many
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others in our fair city with some great, you know, we are not alone, ink, s far as city employees and city departments in having difficulty securing space. having said that, currently we deale g with the work load we with eati strategies, like i mentioned, more strategic planning around what can process without a hearing, how could wesimplify, we have had a board that's been very supportive. they have done away with process for the hardship icatplon. they streamlined it, made it eaer on staff.ants but also u r: rthan very much. >> thank you. >> supervisor cohen: all right, seeing this are no questions, we appreciate your presentation. >> thank you very much. hear fr the appeals next wewi board.
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>> good afternoon, my name is julie rosenb n rect of the board of appeals. as you are probably aware mr. goldstein retired six weeks ago so i moved over to the board of appeals from s.f.m.t.a. this current fiscal year and go over our budget proposals for >he next two years. supervisor cohen: ms. rosenberg, do you have a on my screen.or us? >> supervisor cohen: i'm sorry, you don't have a handout? a andout.yedo have
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as you know the board makes a wide range of determinations for city boards and commissions and our mission is to provide a final administrative review process in a fair, efficient and expeditious manner before an impartial panel and we are a very small department, we have five board members. the department head, myself a legal assistant three legal erkproc we have five full-time employees. our strategic goals, just to give you a brief summary to ce the apal for participants, make it more cessib the public and
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through the increased use of technology.goa two is to fosteforcrk opmen we arsmall, so we cross trin our employees to be able to perform all functions and goal threis to analyze and amend the board's rules of procedures to modernize the a process. we have two revenue sources. our primary source is through su those represent 94% of our revenue and those are collected on new and renewed permit applications. and thrate of the surcharge is proportional to the percentage originating from each department. orms a rate analysis after other departments submit permit data in april. and currently d.b.i. and city planning account for 76% of our surge renue.
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and those surcharge fees were reduced in fiscal year '18 by 26%. it went from $25 to 18.50 and the goal was to prev over collection but again we will be revisiting those next year for fiscal year '20. the controller is authorized to make c.p.i.-based adjustments to the surcharge rate but beyond that, would require legislation and legislation may also be warranted to change the permit types on whic rges aev for example, currently cannabis permits there is no surcharge on those. in terms of other source of revenue, filing fees, 26% of collnuted by e board when new appeare filed. moving on a quick sn, the
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city issues over 70,0 permits a year. e chart, d.b.i. is a big issuer of permits as well as public works. and moving onto ouexpendite budgeover two-thirds covers salary and fringe benefit expenses we have ffull-me employees. 18% of our budget goes to services provided by other partmts such as city attorney, department of ology. we also have a small part go to specialized services, infrastructure, materials and supplies. this gives a snapshot. average of 188 appeals per year. we have hearing jurisdiction
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requests, 20-30 a year. quick chart showing the types of appeals we get. most are om d.b. and planning department, 77% of our projected appeals are from those departments and then after that public works. the zoning administrator public works and it goes down from there. a '20 budget, surcharge rents to ver operating expenses in both fiscal years for fiscal year '19 there will be no increase in surcharge rate and for fiscal year '20 we will analyze them during the next year's budget process and there's no projected change in filing fee revenue. and then our budget proposals include modest increases in expenditures in both budget years to cover mandory increases in salaries, fringe
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benefit and rents and there will be no increases in staff levels. we just have an appendix with our filing fees. here is our surcharge rates. you could see $18.50 to d.b.i. g and it goes down from there. that concludes my presentation. >> supervisor cohen: thank you. i have a question for you, it goes back to, i think it was slide 8. i was curious to know why it's lower. >> it's really less than 10%. i don't know, we have two more months. this was data up until april 30th, it's in line with the 10-year average so it's nothing significant. >> supervisor cohen: thank you.
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seeing no other questions, i think that's it. >> >> supervisor cohenank yo next we will hear from the building inspection team. building inspection, d.b.i. has a total budget of 77.8 million. again, no general fund support. tell if you had an f.t.e. change in your -- >> yeah, good afternoon, supervisor. tom mohele director of
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department of building inspeeks. -- inspection. we have no general funppor it's my honor to present two year budget for our department and then slide number 1start for our presentation, first of all, on slide number 1, you could see our mission and also -- digital plan. just to give you a general overview. our department main function plan check, inspection and code enforcement. and then slide number 2, is regarding the priority of the
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-- 17-02 regarding housing. of course that would be included in the a.d.u. legalization of the unit and also we are trying to do parallel, work with other department to try to reduce the frame, as per the directive to reduce the time frame to produce more unit. then also the second major thing is the implementation of accessible business entrance ram.prog affect 27,000 business. that will be lots of work for the small business to comply with this ordinance. then also regarding the code enforcement, we generally ve ha
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8,00lainmp per year and increase by roughly 5% from last year and other major item we are trying to prioritize is the seismic safety. more soft story as you ar minor depant involving roughly 5,000 buildings. compliance with that program, i consider very successful, 90% compliance now. and also with the private school program, also ll building study and also i want to address our public seismic ty program outreach, the public roughly 20,000 people what we call ambassador graduate from the program
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roughly in 2000. slide number 3 is the major changes in our budget and then i don't want to spend too much time, you can see what is the changes there. another slide regarding bar chart on the expenditure, majority of our expenditure is regarding the salary and also work order to other department. one good news is you can see the f.t.e. compared to the last two years. we are actually reducing it slightly. e i end my presentation, i would like to thank you, controller office and mayor budget office working with us
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and also deputy director will be here in caseyou have more detailed questions, i will stay behind to answer any questions you have. >> supervisor cohen: thank you. colleagues, any questions for mr. hui from d.b.i. 14 > supervisor fewer: are you ns?ffed to capacity or stillnt p >> we are staffed to capacity, lots of people retire and move to other department. we constantly have a hiring process. supeisor fewer: okay, so you are actively hiring right now for those positions. okay, would you say you have enough policy staff at d.b.i. interpreting the laws from the board of supervisors and helping make the needed programmatic shifts to
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implement those laws and how many positions would you say are dedicated to that kind of work? >> okay, -- looking into any changes here, the board of supervisors, the ok into the state also, in at case they have any changes. constantly, you need someone part-time on it. > supervisor fewer: are yo doing the policy work? >> i'm the primarrson f policy work. > supervisor fewer: you are. and you work with a team of two other pee, it sounds like? >> yes. well as withe executive team that is made of the director's deputy directors.
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>> besides that we have a technical services division, about 5 people there including engineer inspector to have any code changes or anything they need to do. > supervisor fewer: okay, perfect. do you have anyone to respond to complaints and be proactive. >> we have two dions, e hothe gher otis the building inspection. the housing, any complaint, they have it divided in any district is handled by the chief housing inspector and also the building inspection to look into inspection and complaint and also we have a code enforcement unit and then
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they will look into all the commercial building and all enrcement.o for code to make sure theynfor ed. > supervisor fewer: okay, great. thank you. we have an appointment to meet and walk the corridor around building and safety. >> also, you are all invited to our seismic safety fair on june 13th starting 9:00, i think. or 10:00 a.m. > supervisor fewer: i went last year, i thought it was great thank you very much. >> supervisor cohen: thank you. mr. hui, i just want to take a ntan applaud your team's work on continued focus on code enforcement. i think it's a very important service you provide to the city
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of san francisco. we collectively have done a lot of d work and going after ju want to let you know i appreciate your team's efforts. >> thank you. >> supervisor cohen: that goes for you to, mr. strawn. that's all i have. the next department is public utties cmission. >> good afternoon, supervisors. i will go through my esentation quickly, because i know it's been a long day. again, i'm harlin kelly, general manager of the public utilities commission. i will provide the budget and brief high level overview of agency priorities and key projects and programs that drives our budget.
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additionally, i would like to talk about some external pressures our agency is facing and after providing this overview i will pass it onto our c.f.o. eric sandler to do a deeper dive. so first i would like to start with the agency mission. as you know we provide water, sewer an power services san francisco residents and businesses. we also provide water customers located through the bay area, total approximately of 2.8 million people depend on our ability to deliver drinking water everyday. one of the most impressive things we really focused on was the strategic plan, our 2020 strategic plan and implementing it has been a priority and this is our first budget that is really aligned with our 2020
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strategic plan goals and so they are identified here and you will see this throughout as budget how it's reflected. execute our strategic plan in a complex environment, the first set of things that are listed on this slide is something that is really consistent throughout citywide and you will see it reflect in a lot of city budgets. however, our challenges are not only limited to that. we have regulatory issues unique to our agency. we are experiencing more stringent regulatory state and federal levels. on the state levstate water resource board, california public utilities commission and the california division of safety of dams all have proposed and implemented regulations that pacimour water and wastewater services. so for example, one example is that the state has implemented
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requirements that water agencies must test and continue to monitor all schools for lead in water t toat schools. you will see this program reflected in our budget as well. finally, we are already seeing how climate change and specifically change in precipitation patterns in a se level rise has impacted our operats and bottom line and we anticipate climate change impacting will not only increase in the coming decades but we must start planning resilient in our budget in light of climate change. our agency priorities are listed here. once we have our mission statement, our strategic plan goals as guiding principles and we take into consideration the external khal lepgs i talked about, this is how we develop
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our budget and prioritize for the newo years. i will take a quick look at these priori. the first you are very familiar is our water system improvement program and this has been r tego years. we are so proud it's a 4.8 hat sp scounes and projects we are pore than 96% complete. through coordinag efforts with community partners and trade unions and contractors and regional workforce numbers have been increasing. so if you look at this chart, 73% of our apprenticeship are from san francisco or service territory which represents about 760,000 hours and earning about $33 million in wages and benefit and then if you look on
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the right-hand side, 50% of the non-apprenticeship opportunities are t by san franciscans and service territory residents as well. you n see we have been doing a very good job creating local hire to san franciscansand folks in the region. the other capital program is our sewer system improvement program which is to really bring our system up-to-date and reliable after earthquake so we can function as usual. this is a long program we are approach in itases. our commission has approved phase 1, which we are implementing which is a $2.9 billion dollar program. if we look at the local hire in
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that program you will see 64% of our apprenticeship is from san francisco. the difference between the water improvement and sewer system, the sewer system is strictly san franciscan and water system is both san francisco and service territory which is made up of the 7 counties. if you look at the non-apprenticeship, we are 32% of san franciscans. i think this is really a great show we are really invested in trying to promote opportunities for san franciscans. moving from water and wastewater side, i wanted to focus on our power side. i wanted to begin with our hetchy power customers. as you know and passed a resolution, we are celebrating
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100 years of hetch hetchy power and we did that. so we can more effectively serve customers and expand our customer base and improving our service to our existing customers are key in meeting our power business plan goals. so if you look at what we are trying to accomplish. currently we serve about 100 megawatts to our customers and what we are looking for is to pretty much double that over time and the way it's broken down is we are looking for about 100 megawatts or 90 megawatts from new development or opportunities to serve in the eastern side of san francisco and then we have 30-40 megawatts we feel are in
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dispute with pg&e, we feel those are customers we should be serving and just the natural growth of our customers that make up the 150 megawatts. so the other line of business is if we can't serve you with our hetchy power, we have r clean power sf program. we have 80,000 customers in clean power s.f. and that revenue is approximately $38 million. in the next two years we will complete a citywide roll out, so in the first of the two year are going to roll another 95,000 new accounts which our revenue will jump from $38 million to $157 willion and in the second year are going to roll another 190,000 accounts and that will bring the total up to 367,000
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with revenue of $250 million. will see our clean power s.f. revenues increase about 650% in the next two years and that's one of the biggest things you will see in our budget. as far as, you could see we have a lot going on in the next two years but one of the biggest challenges as we implement projects, programs we are facing is the retirement risk at the p.u.c. particularly in our water and wastewater side. i just want to point out this graph which represents the eligibility of folks eligible for retirement in the next five years and if you look at the red bar, the red bar represents the number, the folks who will max out. meaning it is probably the best time for them to retire because
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they won't receive any better benefits. it's safe to say the 16% on wastewater probably will retire in 15 years and e rest are eligible for retirement. that's probably one of our biggest risks we are facing so we are lookinatways we can attract the next generation of workers as a high priority to s me into our e workfo and our aging workforce with close to half of our workforce will lose to retirement. so that's something we identified in our 2020 strategic plan. the goal is to attracre devep an effective workforce reflective and supportive of our communities. to achieve this goal we h actively implemented programs creating career pathways into
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entry level and mission critical positions at the p.u.c. in partnership with san francisco unified school district, we are making sure that students are aware and exposed to careers in our sector. we are getting ready to welcome approximately 1200 students in early career professionals that will join us annually for internships in the summer. our programs provide opportunities to historically under represented communities and our service areas. over the next two years we will further develop a kindergarten to career strategies that tangibly link investment to environmental stewardships, stem curriculum. ical focus on water
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and wastewater enterprises. and also on a national level we are working with utilities throughout the country to secure new resources from water workforce training dollars. we have center booker and kapido introducing innoiaterwor that would establish a competitive workforce development grant program. so finally we are prioritizing investments in our current workforce to ensure that they have the training and skills to stay and take advantage of opportunities at the p.u.c. so now i would like to pass this over to our c.f.o. eric sandler that will dive into the numbers and thank you very much. e asstand by for captioner switch...]
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-- in january and faen february. . urs of deliberation on the
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operating and capital budget and also adopted ten-year capital plan and ten-year financial plan. the capital budget was also forwarded to the city-wide planning committee where it was vetted as well. so, as general manager kelly, i wanted to hit the highlights of the budget and what's really driving the changes year over year. the city-wide rollout is the single driver of the budget increases. it's additional $172 million. over the two-year period. all of our on budget position requests relate to cleanpowersf, 11 f.d.e.s. what i talk to you about terms of the ten-year capital plan and the two-year capital plan, we issue bonds and have to payebt d service issue bonds and
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debt service on them and larger share of the main replacement and sewer replacement through revenue funded capital, and that's also driving the increase in the budget. recommended budget results in rate and charge increasesn line with the ten-year financial plans that we have provided on an annual basis. the combined water and sewer bill increase will be 8.5% annually, over the next four years. rate increases will go into effect on july 1st nd s cff recognizes the rates and charges impact our customers and we've been on a multi-pronged effort over the last several years to try to address how our rates lo inme customers, and we've d really taken four levels of work
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here. one to improve assistance to single-family residential customers, and we have worked collaboratively with the mayor's office and the controller's office to find legally complt sort of funding. direct 15% on water and 35% on sewer credit. it's our community assistance program. and we'll be promoting and developing customized outreach to address, to try to reach our single-family residential low income customers. we have also worked significantly over the last year to reduce the impact of fees and charges on our low income customers. the commission last month adopted elimination of several fees and charges, including the water shutoff and water turn-on fees and so those disproportionately impact the low income customers who are already having trouble paying their bills. working collaboratively with the office of financial empowerment
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and the h.s.a. to develop early interventions for some customers experiencing bill payment problems and try to develop assistant program for the customers in multi-family housing with whom we don't have a direct relationship. so, i talked about sort of the planning context, highlights, work on affordability, and overview of the budget. what we have here is a table of the p.u.c. operating budget. broken down into our enterprises, wastewater enterprise, hetch hetchy water and power, and cleanpowersf, such a big driver over the next two years. what you can see our existing budget is about a billion dollars, $53 million, going up
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for fiscal year, 1,000,000,299 0illion and for , 1,000,000,499 million, increase of 348 million over the two-year share by cleanpowersf and theer oth big drivers are debt service on water bonds, on wastewater bonds, and then revenue funded capital on water and wastewater infrastructure assets. >> bring to your attention the presentation was -- >> long? >> yes, long, but supposed to be ten minutes and you are already like seven minutes over. i need you to wrap it up to get to the questions. >> sorry about that. operating budgets highlights are here. highlighted them, cleanpowersf, capital funding, slide 19, this is a picture of the