tv Government Access Programming SFGTV June 20, 2019 1:00pm-2:01pm PDT
congratulations to tnbc and the city and for all those who worked on this project. i was kind of in the trenches with a lot of the details for the loans and i know it was not an easy task. we spent a lot of hours and a lot of conference calls and worked through some challenging issues. i'm looking at colleen who did a lot of work on that and did a terrific job. [laughter] we've had a great relationship for 25 years now and done some amazing things together and we always lev working on projects so thank you for having us on this one and just a couple words. we're the construction lender and we're also the low income housing tax credit investors and we'll be a limited partner for 15 years on the project and we provided the equity on the project. other ford able housing a big deal and it's been decades and
we take it very seriously and it's a big commitment and i work in a group that does nothing but affordable housing everyday of the week and we're putting up big numbers. i know we should put up bigger numbers but just to give you a sense we have a billion dollars to affordable housing in the bay area that covered about 42 developments and we're finances six new projects here in the city right now. about 400 minute yu 400 million. we got a new one from don yesterday. we're hoping to do a lot more in the city and a billion dollars has been committed through 2025 for grants, which is a big deal. we're happy to see that and yes, wore thrilled to be involved in big projects like this.
i have been a long-time san francisco residents and i'm a homeowner here and it's just extra special to attend things like this in my backyard. we appreciate the opportunity and we look forward being into a lot more like this. so thank you. >> thank you, jeff. stephanie, please come up. [applause] >> i moved here to reunite with my family and immediately i was struck by the level of homelessness in the bay area. in 2016, a series of unfortunate events involving family and friends and a former employer left me and my family scrambling for help. through a patchwork of shelters and social services from as far
as richmond, i was introduced to tndc. from that moment, my life changed drastically. our journey from being homeless to being housed was over. having a place has given my son security and stability to perform well in school and consistency for me to complete my degree. 626 mission bay is more than just an apartment building for us it's a launch pad to become positive, productive members of society. thank you. [applause] >> thank you. thank you so much, steph know. yostephanie.you give meaning tod we really appreciate you. i hope you will join me in welcoming colleen ma who was a project manager for 626 mission
bay boulevard. [applause] >> i'll try to keep it short. the beautiful building was made possible by all of our amazing partners. from our partners at wells fargo and the federal home loan bank to our architects and studio and our general contractor it's been years in the making to get to finally celebrate the completion of this building. it's pretty wild but i hope you get to look at the acknowledgment list but it scratches the surface of people, staff, engineers, women and more who have worked to make this project a reality. and now that the building is complete, i've had the honor of watching my peer, our site staff work there magic. marry ellen and tino who are hiding in the crowd or offices have put in countless late nights and weekends to get this building leased.
[applause] >> and they continue to put in the time to keep it running smoothly. clifton, johnathan, jesse and terry have run miles in this half city block of the building. [applause] to make sure this building functions properly. key key and natallia meet tenants where they're at to provide resources and materials. [applause] for some of these tenants, this is their very first home and being presented with such a new space and such a new neighborhood like mission bay, can be isolating and terrifying. our site staff have done an amazing job of welcoming the space and to this neighborhood. there are around 150 children in this building and growing. right around move-in time last year at least one small child maybe three feet tall was running around dragging their hot cheetos along our white
walls. the reality of having families and children in the building hit me. this is no longer just a construction project but this is becoming a home. the partnerships that built this building and freight this building have transformed it no 143 new homes for families and future generations of san franciscans. it's been an honor to be part of it. [applause] >> thank you, colleen. so they're just a couple of things i want to say in closing. i think beta is here. thank you. can you just raise your hands high. so we are so proud and grateful for 826 valencia and we're so proud you decided to come and join us here in mission bay. we have an after school program
and we have been working closely with them for a long time and we just appreciate you. thank you. the feeling is mutual. i want to convey. we as an organization are very privileged to be in this center of this kind of work. we are not heroes. if anything beer a grateful organization. thank you to all the people. all the institutions, the staff, the residents, everybody who makes this happen. we appreciate you. thank you. >> 5, 4, 3, 2, 1!
>> good morning, everyone! how are you all? so, welcome. i'm with the hotel council and i want to welcome you all to our first love our city. it's the second love our city event but it's the first one that is a tourism and hospitality industry have helped organize. so today we have over 700 people here in also waiting out in the neighborhood. [applause] i'm joined by our chair of our board, mr. james lamb who is here with us today. [applause]
and this event is hosted by the hotel council of sf travel but it really came together because of a lot of different people working on the event and i want to thank mayor breed and the city of san francisco and her team for partnering with us on this love our city event. so please give a big hand to them! [applause] we also couldn't have done it without our partnership with the public works department and larry stringer and darlene prom, fromand i want to thank all of m fork working with us. raichal gordan as well. their team has been incredible to work with. we also have, you can see the signs out here today, i'm going to call off and make sure we recognize the groups as well. each of our groups cbd. [applause] our tenderloin cbd. our fisherman warf cbe and our
embarcadero and financial district group. and last but not least our soma groups. [applause] we know that you all clean up all you're long and daily around your hotels and businesses. and it really is a 24/7 job. we want to thank you for everything that you are doing. we also want to thank wreckology. they sponsored our t-shirts so thank you for working with us. [applause] >> a special thank you as we look out on the hyatt region see for sponsoring us with breakfast as well. thank you very much. if that was designed to bring us to work together and partner with the city and our mayor has announced in the last, since she took office, an incredible amount of programs, new funding and new resources all to help clean this city and help make this city safer. so i want to thank the mayor from our hospitality and tourism
industries for making sure she's doing everything that she is doing. let's give her a big round of applause. [applause] and last but not least our partners at sf travel who have come together to work with us on this event as well. it's my pleasure to introduce our mayor, london breed. >> thank you! good morning, everybody! now, i will troy to be short because i would love for you all to get out there and do what you came here to do and clean up san francisco! let me just start by saying thank you. we know that we have a lot of challenges in san francisco. we have far too many people living on our streets. we have far too many challenges with housing and housing affordability. i know our small businesses are struggling. the city is finally making the kinds of investments that i hope will make a difference in your
everyday lives as you work in this great city. i was born and raised here and i grew up in public housing. you know, my grandmother, when we were kids, she would make us go out and clean up. she would always say clean it up. ike like mama, why, would want to clean up. you know how kids are. we would should i look, it's our responsibility to keep our community clean. now here, take this bucket and put water and soap and clean up. you know, at the time as a kid you are like i don't want to do this but then, as you get older, it's just a part of who you are. i find myself doing it in my community, doing it where i used to work at the african american culture complex and really feeling good about the investment that i've made and also the example that i've set for other young people to be better stewards of san francisco. so what you all are out there are doing is not just picking up trash and erasing graffiti and painting, you all are stewards
for san francisco. you are taking care of the city. you all are showing how much you love san francisco and other people when they see you doing what you are doing, they're less likely to drop that trash on the ground and actually take it to the trash can. it does make a difference. so i want to thank all of you and all the community business districts and the people who are out there every single day. i especially want to thank the department of public works and the many thousands of employees because they are out on the streets everyday. downtown street teams and so many other folks trying to keep san francisco clean, green and beautiful. i love our city. i know you all love this city. thank you for showing your love by taking care of san francisco today for this amazing event. have a wonderful time out there!
>> thank you so much, mayor. i'd like to introduce from district 6 our supervisor matt haney who will be working with the groups as well. please help me welcome supervisor matt haney. >> thank you, thank you. how is everybody doing this morning! make some noise if you love our city! [applause] >> make noise if you are ready to pick up a broom and do some cleaning today! who would have thought we could call this a cold day in san francisco. we're glad the temperature came down a little bit but it's still a beautiful day to demonstrate to everyone in our city we care and we're going to do some cleaning up. i'm the supervisor of district 6 and i want to give a special shout out to the different communities and cbds of district 6. the tenderloin where i live, soma, union square, everyone who is here, we really appreciate how much you do everyday. i see folks here from the hotel.
make some noise if you are representing the hotels in our city. this is a city that is still a world-class destination. people come here from all over the world. we want to make sure that when they come here, they understand that they're going to have an incredible experience and they're going to see clean and safe streets and they're going to see the people of san francisco care about our community. that's what you are demonstrating today. i want to thank mayor breed for the investments shows made in making our streets cleaner. if you look out there, there's things we can do. we need more trash cans on our streets, we need more bathrooms that are open for longer hours, and we need more street cleaning and deep cleaning and so what you are doing today is not just demonstrating to your residents that you care, you are demonstrating to us, the city, that you care and we need to do more as well. let's get out there today. i'm going to be in the tenderloin and pick up a broom and i just want to say thank you all so much. have fun. let's love our city.
[applause] >> thank you supervisor haney. next i'd like to introduce our partner from sf travel. we have the share and the board of sf travel with us, mr. peter gamez. [applause] >> wow! good morning, everyone. this is a great day for us. as many of you know i'm the board chair and this is one of the issues we've all rallied for all year. this is a special day for all of us. thank you everyone for coming out and joining the hospitality and tourism industry to love our city. together, here today, we are showing the strength of our industry and the collective passion and commitment we share for san francisco. i want to thank firstly our awesome mayor breed, i'm also a native san francisco an and i completely relate to you how we took pride in all of our neighborhoods and the importance of cleaning our streets. your leadership and commitment
for cleaning our streets and keeping us safe and we're very thankful. we're proud to partner with the department of public works. the total council of san francisco and many of our community partners to do tour part to keep san francisco clean, safe, and welcoming to all. together, we are a gene that gives back to the city we love and we can not be more excited to work side by side to make san francisco the most wonderful destination in the world. thank you. >> last i'd like to introduce the director of public works and his team is a group we've been partnering with on this. [applause] all right! are we ready to go to work! all right! let me begin by joining all the speakers here to thank all of you for coming out to help keep our city clean. love our city everyday, right!
everyday! the public works department and many city agencies do this everyday but i can tell you, your coming out means a lot to us. you are giving us the extra hands and the extra help that it needs to continue to make our city be the destination where people come and enjoy and people clean up and make our city the most beautiful city in the world, right. san francisco! i'll be really short. today we have over 45 different sites. some people are going to be painting poles, weeding, cleaning, some are going to be sweeping. all that is going to make a difference. the number one thing that when you leave here is, when you are out there, please, be safe. safety is a high priority. we've been having these events for over 20 years and we have not had a single incident. how do you be safe? all of you in different work teams and every work team has
got someone who will be wearing a vest like me who will be showing you what to do. if you see something that you are in doubt of whether it's glass or needle or something in your mind is doubtful, just ask that person and they will deal with it appropriately and they will work with you. other than that, enjoy yourselves. it's a nice day. again, i'm very appreciative for everyone coming up. let's have fun! love our city everyday! [applause] >> thank you. thank you, very much. before we close out, we're going to do a group picture. stay where you are. no one move. just stay still for a minute and we'll take a group photo.
>> thank you very much. welcome back. we're reconvening the budget and finance committee of june 20, 2019, and we are hearing the department budgets and next we have jeff gaziski, the homeless and supportive housing department. mr. b.l.a., can we have a report please. >> clerk: item number six to go with this item. >> supervisor fewer: please read item 6. >> clerk: the year 2019 life 2020, and 2020-2021 expenditure plan for the department of homelessness and supportive housing fund. >> so let's tackle item number six before the budget. mr. gazinsky would you like to address item number six.
>> i'm have our director of finance and administration address the board on this matter. >> thank you very much. >> thank you, members. it's required under the admin code for the board of supervisors to approve the expenditure plan for the homelessness and the supportive housing fund and this is revenue that we received from the human services agencies to support the clients on county assistance and permanent supportive housing. and the resolution before you supports 1,300 units and permanent supportive housing along with supportive services and money management services and the care fund is growing in the budget because the h.s.h. fund is getting a cost of doing business increase but as you can see about $1 million in discretionary general funding
sources still go into this fund to support the total cost of the program. happy to answer any questions that you may have. >> thank you very much. any comments or questions from my colleagues? mr. haney? >> thank you, chair fewer. and i can ask about general things? >> this is about item number 6. we are going to be discussing the budget after the committee takes a vote on this. okay, thank you very much. and seeing no comment from my colleagues let's open this up for public comment. mr. wright? >> that's pretty good, 1,300 permanent housing units. i hope that you're talking about the complexes and not navigation centers, because there's not enough to support all of the people of the homeless population of 8,011 people from
the latest census count and here's an example where no one has a place to go. after police moved their encampment. here's another example of the homeless count by the census bureau and as you can see it constantly increases. and it's up by 17%. and by the same response, here's another example on how after 60 days that the people who are in the navigation center get put back on the street and another example why i believe that we need permanent housing, period. instead of temporariness. and by the same response we had two hearings this week where the management and the upper level divisions made reference to the development agency and the rules and regulations that benefit the high income brackets but rules and regulation from the same book of law pertaining to low-income, they never incorporate. this one here report 15% is
supposed to be low income and every apartment building that comes out of the mayor's office on office, if it was supplied like it was supposed to at mission rock, 1,500 units and 225 of those units would be for very low and low-income bracket and moderate income bracket. people with the population out on the streets. and moreover there's a shortfall and you keep taking care of business like this. you're wasting money. you keep doing like you're doing and it's already been projected that you'll be 643.9 million-dollars in debt over a five-year period. and as a result my next demonstration, incorporate my 27-story twin towers to put the finishing touches -- >> i'm sorry, mr. wright, your time is up. thank you very much, any other members of the public. seeing none, public comment is closed and i move item 6 of the positive recommendation to the
are one-time. the changes from the report that was sent out on tuesday versus what has been revised, recommendation no. 2 has been reduced by $8,830 due to a clerical error, and recommendation no. 5 and recommendation no. 6 were originally not marked as one-time, and those should have been marked as one-time. that was a clerical error on our part. my understanding is that the department is with our recommendations. >> supervisors are in full agreement with the bla's recommendations. >> can you please note that it's the intent of this committee to set the agreements between the bla and the department.
supervisor haney, did you have a question? >> supervisor haney: yes, supervisor fewer, a couple quick questions. what is the support of housing and how we make sure that within the budget we're keeping the units affordable, especially for people that are living in sros? i often hear from my residents that -- from my constituents, that they are paying over 50% of their income in rent and some of the master lease sros. are you analyzing that, or are there ways that you're ensuring that we aren't basically taking all of the very little money that people have and sort of forcing them to not have funds for other basic necessities? >> well, some of the way that the supportive housing works was decided by the care not cash legislation, i believe proposition n, which has a different formula to calculate how much income people pay to rent. we did inherit some housing from
the department of public health in which residents are paying 50% of their income to rent. we've been fixing that incrementally. most recently swapping out funding using section 8 vouchers rather than local funding in which it's mandated by law tenants pay 30% of the income to rent, and all of the new housing we've brought onboard since we started as a department in 2016, tenants pay 30% of their income to rent, and that is our plans moving forward with new housing, that we remain at the 30% level. >> supervisor haney: and when you say we're fixing that incrementally, is there sort of a plan, or are there any investments in this budget, or how exactly are we dealing with the issue of the many people, i guess, in buildings that you've inherited and with the care not cash that are paying over 50%? >> the care not cash question,
we would have to get that hsa to have that discussion about the formula around how rent operates through the care funds. and that is approximately half of the units in which tenants are paying more than 30% of their income to rent. for the department of homelessness and supportive housing, the general fund units in which tenants pay more than 30% of their income to rent are approximately 1,000 units. in order to fix that, it would cost the city at least $4 million a year in general fund dollars moving forward, raising, you know, incrementally over time as costs go up. we don't currently -- we've been working with the housing authority, again, to swap out putting project-based vouchers into many of those units. however, as you know, the housing authority is currently not issuing any new vouchers, so at present moment, we don't have any plans during the next fiscal year to address this issue. again, moving forward, all new housing going forward, residents
will be paying 30% of their income to rent. >> so there are about 1,000 paying over 50%, and when you say 4 million a year, that would be to bring all of those down to 30%? >> my apologies, supervisor. it's actually 2,000 units. yes, the cost would be 4 million for those units. those are just rough estimates. we can't always predict what people's income is going to be. >> supervisor haney: and the 2,000 units are -- what specifically, what category are those? >> those are permanent supportive housing units. they were formerly under dhp as the d.a. units and master lease units. we no longer use those designations as we look at the portfolio as one portfolio with approximately 7,700 units total. >> supervisor haney: and what are the subsidies that you have for families in your budget?
you have family -- >> new subsidies? >> supervisor haney: yeah, new subsidies. >> one moment, please. so the increase in our budget in the coming fiscal year is $3.2 million in new rapid rehousing subsidies for families, as well as we have, i believe, 60 to 70 new units of family permanent supportive housing opening up in the next two years in the mayor's housing pipeline. some of that may be funded through the general fund or some of it may be funded through coc bonus projects, if we are able to get those. >> supervisor haney: for the subsidies, are these partial subsidies, or -- >> tenants pay 30% of their income to rent, so the subsidy amount is dependent on the tenant's income. >> supervisor haney: thank you.
>> and i do not believe that there are any family units or k-designated units in which households are paying 30% of their income to rent. this is primarily an issue in our single adults permanent supportive housing portfolio. >> supervisor haney: okay. all right. thank you. >> supervisor fewer: colleagues, any questions? so we are all in agreement? so we will tell the comptroller to reflect that in his calculations, and i think we will move on to the fire department. so thank you. chief nicholson?
and we'll start with bla report. >> good afternoon. >> supervisor fewer: we're going to start with this -- >> please. >> thank you. >> after you. >> okay. >> the department's proposed $424,000,000 is 6.7% more than the original budget of $397,824,807. the department's proposed $427,712,112 budget for fiscal year 2020-21 is $3,373,807, or .8% more than the mayor's
proposed budget of $424,338,305. our recommended reductions to the proposed budget total $787,471 in fiscal year 2019-20. of the recommended reductions, $554,527 are ongoing savings, and $232,944 are one-time savings. these reductions would still allow an increase of $25,716,027, or 6.5% of the department's fiscal year 2019-20 budget. in addition, analysts recommends reducing the 2019-20 carryover budget. finally, we recommend closing out prior year unexpended funds. our recommended reductions to the proposed budget for fiscal year 2020-21 total $583,624.
all of the $583,624 in recommended reductions are ongoing. these reductions would still allow an increase of $2,790,183, or .7% of the department's fiscal year 2020-2021 budget. i believe we have a few disagreements with the department, and i would just like to walk through those real quick. so let the department add any clarifying information, if there are additional disagreements, or if there is agreement with anything i say, but my understanding is that the department disagrees with recommendation no. 1, so the department is proposing five new fte ho captains.
two captains are positioned proposed for the street intervention units. the street intervention units focus on frequent utilizers of the system with prioritization of individuals experiencing homelessness in the tenderloin, south of market, and mission districts, and the engagement prioritization is to meet individuals on the street and the scene of 911 calls, as well as hospitals, sobering centers, and detox treatment institutions. what we're proposing and our recommendation is that those two positions that would be proposed for the street intervention unit be downward substituted to hoo3 paramedic positions. so the captain position, which is what is being proposed by the department, is considered a mid level management position and the ems class series. we believe this is too high of a classification for a street intervention paramedic position that primarily engages with individuals on the street.
the paramedic position, which we are proposing, is -- provides first responder medical care and is, we believe, the appropriate position to focus on frequent users of ems services, including engaging with individuals on the street, sobering centers, and other treatment centers, and responding to the scene of emergency calls. this recommendation, if you choose to accept it, would still allow for a significant increase in staffings at the department's community paramedicine section, including three new fte/ems captain positions to expand the ems 6 pilot program. the second recommendation that i believe we have disagreement on is recommendation no. 4, which is on page five of our report. here the department is putting a 0592 deputy director two.
the department has stated that the responsibilities of the public relations manager position have expanded to include coordinating and collaborating efforts with other city departments, including multiple executive directives and policy programs, both short and long-term projects. in addition to the existing 9251 public relations manager, we have noted that the department already has a full-time 0922 manager 1 that reports directly to the chief of the fire department, as well as onetime 1823 senior administrative analyst that works on strategic planning for the department. we believe the current classification of the 9251 public relations manager, together with these administrative and policy planning positions that the department already has is adequate to carry out these responsibilities, and that's why we're recommending against the
upward substitution. the final recommendation, which we believe we have disagreement on, is recommendation no. 5, which is on page six of our report. so here the department has proposed to create a new position of health and safety chiefs. so what they are proposing is to upwards substitute and unfilled h-40 battalion chief position to 1 h-51 assistant deputy chief, and this is -- what they are proposing is a sworn position with annual salary and fringe costs of more than $330,000. the position would manage department cancer prevention, peer support, and health-related policy development. the position's also proposed to manage the physician's office and peer support unit that is proposed to range from about four to six individuals. so what we've -- what we understand is the department currently has one full-time equivalent 2233 supervising
physician specialist, and this individual reports to the deputy chief of administration and is responsible for managing the physician's office, including overseeing one nurse practitioner. the job description for the 2233 supervising physician specialist, which the department already has, includes policy development and execution. in addition to that position, the department also has one full-time 1823 senior administrative analyst that works on strategic planning for the department. so while we are in complete support of the department's efforts in this area, we do not disagree on the importance of cancer prevention, peer support, and health-related policy department for the fire department. we believe that some of the proposed duties of the proposed health and safety chief, which they are proposing as a sworn position, fall under the responsibilities of an existing supervising physician specialist, which is a civilian
position. the deputy chief of administration and the supervising physician specialist are the appropriate individuals to develop health-related policies and they are appropriately would be assisted by the 1823 senior administrative analyst position for strategic planning. in addition, policy development and supervising two small units, we do not believe merits a high level full-time sworn position. thank you. >> supervisor fewer: chief nielsen, i see that we are in agreement on some things, and we are in disagreement of other things. shall we take first the em-6 captains? >> yes. good afternoon, chair fewer, supervisors. what we have offered back is to basically pay for the upgrade and the salary of those two h-3 positions to h-33s, as long as
we have the positions, we will cover that, and i believe it's $40,000. so we have been working with the budget analyst, and thank you all. we've been working diligently with them trying to get things squared away, and so that is one thing we've come to. we do, all those ems positions do the exact same scope of work, and so having -- also having two just paramedics as part of that program puts our pilot program with the state at great risk, because it mandates in that -- in that policy, that it be a paramedic supervisor. so we are happy to pay for it through attrition, but we really need those positions. >> supervisor fewer: that's great. thanks.
it's great to hear that. you have a response. >> madam chair, so it's our understanding these two positions, so the three -- is it three? three positions would be under that ems-6 pilot program that the chief just described. our understanding is that the two that we've called out and recommended that are in our recommendations are in the street intervention unit that do not rely on that -- those pilot funds and do not require those positions to be captains. >> supervisor fewer: is that correct, chief? >> no, and i'm going to have mark speak to that. >> good afternoon, supervisors. mark corso. these, all five positions, are intended to be under the same scope as ems-6 as approved by the state of california as far as our pilot program. so the intent is -- of this project, is to have a pool of personnel who can also interchange, but it's also under the scope of the ems-6 pilot program. >> supervisor fewer: what the
bla might have been saying, in order to comply with this grant or the state of california or whatever the whole pilot program, is you're only required to have three ems 6, and is that correct? >> i don't believe there's a minimum requirement. that's the standard. the pilot program we have currently, we're looking to expand. we know currently our issue is bandwidth from our resources that we have, and we're looking to add additional resources, not to change the scope of the program, but just to expand it. >> supervisor fewer: okay, thank you. and thank you for coming to sort of an agreement fiscally. thanks. supervisor mandelman? >> supervisor mandelman: maybe can you describe a bit about what these ems 6 captains do and why it's important they be captains? my understanding is they are the people who are sort of trying to reduce unnecessary 911 transport and that they are often sort of giving direction to other people
who are responding to the scene about how to approach it, and that that, aside from the state law requirements under this pilot, that that requires them to be captains, as well, or to have that level of authority. >> thank you, supervisor mandelman. yes, they deal with the most complicated cases on the street. the people with the most severe mental health issues, behavioral health issues, and physical issues, and they also have to direct other units from the fire department on scene, and be the clinical supervisor and they also -- they not only direct it, they make destination determinations, consult with senior base positions, and they recommend a course of action for -- with other city agencies for these individuals. and so our paramedics don't necessarily have that training,
experience, and education to carry that out. so it's definitely a higher level, and they also are part of sort of determining different policy, different work flow, and so that's definitely a supervisorial position. >> supervisor mandelman: are you -- so presumably part of the idea is this should be reducing costs or making the department's use of its emergency response more effective. so are you gathering data to see how the three ems 6 captains you have now, or the eight who you would have, are impacting departmental response and/or cost? >> yes. we are gathering data. right now, the ems 6 is only able to reach 13% of our frequent callers, frequent 911 callers, and i can give you anecdotal stories about sort of
reducing one person that called 240 times one year, the next year we got him down to 18. there are those kind of anecdotal stories. i'll let mark speak to the data. >> yes, absolutely collecting data, working closely with department of health, department of homelessness, and to your point, that has a domino effect, too. by keeping the dependence on 911 lower, that lessens people in the emergency room, it lessens the -- increases the ability of our units, so we're looking at cost impacts not only for the department, but hopefully down the line for the rest of the city. >> supervisor mandelman: okay. thank you. >> president yee: i think -- this might not be a direct question to the chief, but if we were to accept the notion that we keep the position as-is, but
to cut the funding, because you'll be able to find funding from attrition, so that's good for next year, i guess. the question i have is how do you pay for it in it outgoing years? is it also through attrition or is it going to be more like we need more money to pay for this? >> so the hope is that we can reduce our 911 call volume, because these are the frequent callers, the people we most frequently transport to, unnecessarily so sometimes, to the hospital. so the hope is that's how we can save money in the future, and again, i don't have the data for that, the 13% that we're needing, but that's the hope, and can you speak to are we looking at attrition next year, as well, to cover this?
>> i think we would be working with the mayor's office and also monitoring the results of this program going forward. any other changes legislatively, but we'd be working within our budget to fund that difference. >> president yee: through the chair to either comptroller or bla, how does that work? i'm trying to get a handle on that. >> my initial understanding was that the department was offering sort of a one-for-one. so in the first year, the cost savings would be $40,216, and the second year would be $54,182. these are positions, so once they are on the books, they are an ongoing cost for the city. that's my understanding. >> president yee: which means that next year's budget would be, if nothing else changes, the only thing that changes is this attrition piece, does it change the budget at all? >> the only way it changes is by requiring a little bit aer
attrition from the department. if you accept their proposal, the positions as proposed would remain the same. their attrition line would just be a little bit bigger. >> president yee: okay. in other words -- >> supervisor yee: not just your department, but if they come up with upgrading other positions in which you disagree with, and they are going to use attrition again as a way to pay for it, they would probably have limited ability to do that? >> well, it would just mean they would have to somewhat delay maybe one or two more hires. i mean, in a department this size, very limited, but it would
be an unknown impact on hiring, and so if there's turnover, they might have to keep a position open longer, but given the department's history with salary savings, we don't believe that's an issue. >> supervisor yee: okay. thank you for that explanation. >> supervisor fewer: supervisor stefani. >> supervisor stefani: thank you, chair fewer. i would like to ask why we would need these to be captains, and i see the need given the high level of dangerous work. so i think your proposal to absorb the cost sits well with me and i'm fine with that. >> supervisor fewer: thank you very much. so i'd like to ask, what is the cost difference between the captain and the paramedic. is it $20,000? >> $20,000 per year. thank you. okay, so i'm feeling general consensus around that one topic,
so let's go on to your chief of staff. >> great. >> supervisor fewer: i've seen that you have a proposal also about the chief of staff position. >> yes, we do. >> supervisor fewer: let's hear it. >> we would like to upgrade the position and absorb the cost of that upgrade, but i have placed additional responsibilities on this position, and some of the responsibilities that this position had were specific to the last administration in terms of what they saw their need as, and i see some different need. so -- but we are willing to absorb that cost. >> supervisor fewer: okay. president yee. oh, name off? okay. supervisor stefani. >> supervisor stefani: thank you, chair fewer, and again, thank you for willing to absorb the cost. i want to note you are a new chief, you are just coming into that position, and i know what that's like when i came to the county clerk's office and had a
new budget i had to look at and had positions i wanted to change, i downgraded one and upgraded some others to deal with what i thought was the best way to run the county clerk's office, so i respect that you look at this position in a way that involves a step up and the fact that you want to absorb it is great. and again, sits well with me and it's something i support. >> thank you. >> supervisor fewer: thank you very much. i just wanted to also caution the fact that i'm glad that you are redesigning this position, quite frankly, because we have many governmental liaisons we meet with all the time, and they are not chiefs of staff. there's a different, i think, classification for work actually, so i'm glad you're able to absorb those, that financial cost, and your willingness to, i'm seeing general consensus here, so let's combo on to the nego on to the . you would like this to be an
assistant chief making $350,000 a year supervising about four to six people. is that correct? >> all told with salary and benefits, it's $330,000 a year. yes. may i speak to that? >> supervisor fewer: sure. >> okay, thank you. so this is something i feel passionately about, and i was really excited to be in here last week when i heard the comments from several of you in terms of your support of this position. and so what i can say is, number one, we have no real organizational changes within our staff for several decades, and this is a need i absolutely see and feel in my bones, and this is a new initiative for this department, and this individual is going to be responsible for creating policy and developing the initiative, and it needs to be someone who has the institutional and cultural knowledge. i hate to say it, but fire department's a little bit
different, and i can sort of tell you a little bit why, from personal stories. so many of you know i was involved in an arson fire in 2009, where i was the officer in charge, and six of us were burned. and i felt completely responsible, even though the arsonist was the one responsible, because one of my guys ended up in the icu for three weeks. i took that on, and there was really nobody i could go to other than coworkers, because i was at the level of a captain and our peer support unit is at the level of a firefighter, i could not really go to them, and i could not go to outside people. i could only talk to other fire department members and retired members. so there's that sort of institutional and cultural knowledge and need, and then if
we go to the berkeley way fire, which happened back in 2011, where two firefighters died, the incident commander of that -- of that fire, he felt responsible for that, as well, and there was -- he didn't feel comfortable going to anyone, and that can have an impact, an operational impact on our members, if he's not so sure of himself anymore, and so we really need this position to be a sworn uniformed position. we will not get the same -- first of all, this person -- we will not get the same sort of buy-in from our members. our members will not be really willing to go to -- they will not be looking up to a civilian to help them out, so we need an individual who's going to have buy-in and collaboration from
our members and who can make real change culturally and behaviorally, and to me, that is a sworn position. and so some of their jobs, right, they are going to oversee health and wellness, create policy, conduct safety investigations. a civilian cannot conduct a safety investigation of a fire that we go to. that's pretty impossible. they need to oversee our behavioral health unit, oversee our physician's office, assist members getting back to work. again, it's a trust factor with a sworn member. they are going to oversee the workers' comp carveout, where they are going to save a lot of money, and they need to do research for best practices to reduce exposure to our members. so in my bones i feel this, culturally and institutionally, we needm