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tv   Government Access Programming  SFGTV  April 13, 2019 7:00am-8:00am PDT

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>> i'm joined by supervisor norman yee, rafael mandelman and hilary ronen. our clerk is linda wong and i'd like to thank sf gov tv for broadcasting this. madam clerk, are there announcements. >> clerk: please turn off
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electronic devices and items acted upon today will be appear on the next agenda unless other wise stated. >> commissioner: madam clerk, call item number 1. >> clerk: hearing to consider the release of referred funds to the office of city administrator played on the prosecute reserve by ordinance no.181-18. >> i'm the city administrator. moving employees out of the hall of justice has been a longstandi longstanding priority and i thank the board of supervisors for their support. as we heard from the local union, the hall is barely habit
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impairs the services. we know it would be unusable after a large earthquake. the board of supervisors placed these on budget and finance committee reserve. there have been some key developments in the project and today's hearing will inform you about the changes. at the outset, let me state i support the recommendations of the budget and legislative analyst. we have made substantial progress in moving the city attorney's office from the hall and brannon street ny single location at 350 rhode island. the project is in the middle of a build out and needs fund released today. adult probation has unique needs. individuals coming to meet with probation officers deserve privacy and programming space to improve their lives. probation officers require the security and appropriate build out commensurate with their job
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function. architectural designs are underway now and we agree the design funds should proceed and construction funds can wait until there's more detailed cost estimates. i would like it turn over to capital planning director heather green for a presentation on our progress and i am available for further questions >> thank you, city administrator kelly. i'm heather green. i have a presentation and i'll flip through the slides. our request so to release funds on reserve. we'll go through some background on this project for those not familiar. and talk about the exit plan as we know it and then talk about the uses and need for the money requested from release. just looking at the full funding pictures, there are $13.3 million on reserve from the budget cycle last year that's been agendized at $13.0 million
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and we are requesting the release of not more than the agendized amount and are able to go forward with the b.l.a. recommendation holding back some funds still on reserve. the hall of justice is our building at 850 brian street. we know the building needs to go. it will be uninhabitable after a major earthquake and unsustainable as an administrative site and the funds we're talking about do do not relate to the jail function of the beginning. we've had union complaints about the work environment from m.a.a., the city administrator received a demand letter getting us to a new location for city staff and we want to get them to a better environment. our overall hall of justice administrative approach is to get out of the bryant street wing and the longer and we're
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trying to get everybody out of the hair yat street or court side for offices that we don't relocate and then knock down that l. that will create a seismically stronger structure. and we will then be able to rebuild. we are trying to get everybody out by 2020 and as part of our city's environmental code we are pursuing lead goals at all sites. we have all made a lot of progress towards getting out of the half justice and southern police station and headquarters will be relocated to the medical building and the traffic company will nove 1995 evans. they're all funded projects and there were some buildings we had some offices for which we needed to solve for expediency.
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three leases were approved at the board and 350 rhode island, 954 bryant and 977 brannan. the sites have shift somewhat and we were always going to but the district attorney in 350 rhode island and relocate their offices from the hall. that remains the case. we will also be relocating district attorney staff from 7230 brannon street and the same building. rhode island changed so whereas we were always going follow naturally expiring buildings we didn't want to evict anybody because of their move but several tenants had offices to extend their leases and two have chosen to do so and we are able
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to accommodate both the district attorney and those from 732 brannon but we can no longer fit police investigations in the building and our preliminary thought is to restack them on the court side but we still need to program for that. 945 bryant was going to be the home of adult probation and all three floors of the building will be available early. we thought it was going to be just two and then the third but we'll be able to do the tenant improvements at once and it will be a cost saver and 777 brannon still plan to put police units there but working with police to figure out which will be the best fit over there. we will need to restack and significant ten and improvements in the hall itself but not at this time. the budgets for the two most active sites are laid out.
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this is 350 rhode island. a total of $22.2 million expected budget include. that includes a point of pride for former real estate director and negotiated square feet of landlord donated improvements and you'll see the forces that will contribute. there were $8 million in just facilities improvement program from the fiscal '18 budget. those are being applied here and then we'll use some of the reserve released. the landlord contribution and equipment reserve and some small funds and similar split for 945 bryant. >> clerk: excuse me. i believe president yee has a question.
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>> president yee: are these the location of 350 rhode island, 945 bryant and so forth? >> the hall in the orange block the adult probation is 945 bryant. >> president yee: can you explain the d.a. the one on the map. the next page i thought d.a. being 350 rhode island. and additional detail was
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requested about who's moving and how much space and what exactly it would cost. these are those numbers, 319 employees all in from both the hall and 732 brannon. we're moving to just under 98,000 square feet and the break down and this is demolition underway and on 945 bryant we're underway with space planning and have good design as city administrator mentioned. adult probation has needs that are different and the space is different. we'll need to drop in ceilings to create confidentiality and privacy for both staff and clients. we do expect a more substantial tenant improvement project than initially hoped but we're doing value design all the way and trying to keep the existing
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office space as best we can. there's a reduction in the number of private offices actually in the building. from where they are at the ball and an increased number of confidential interview rooms so probation can go about its business. the reason we're here is we have a cash flow need to advance 945 bryant. you can see we had $8 million in prior year funds not in reserve. that's what we committed to spending when the funds were placed on reserve in the first place. we're going to run out this month month. you'll see we get to a total of $9.1 million just on rhode island as we continue space planning at bryant and the costs continue to roll in. so we are requesting the reserve to proceed with the projects and get our people out of the hall. happy to take any questions.
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>> clerk: thank you very much. any questions or comments from colleagues? if not, can we hear from the b.l.a., please? >> good afternoon, chair fewer and members of the committee dan dower with the budget and analyst office. the board approved leases to move to 350 rhode island and for the adult probation to move to 945 bryant street. the tenants improvement to 350 rhode island street have begun. the district attorney's office is expected to move by this spring. tenant improvements for the relocation to 945 bryant street are expected to be completed in fiscal year 1920 and all of 158 adult probation staff will move to 945 bryant street at the completion of tenant improvement. today's hearing is to request the lease of $13,334,310 on
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reserve. the funding would be used for tenant improvements and furniture and equipment for the district attorneys office and adult probation office. the total cost of the 350 rhode island and 945 bryant street is approximately $31,779,321. the sources and uses of the funds are shown in table 1 on page 4 of our report. we reported to the budget and finance committee the city's costs for 350 rhode island were expected to be $20 per square foot. the cost has increased to $84 per square foot for approximately 98,000 totalling
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about $8.245 million. according to the city administrator's office, the more than 60% increase in total tenant improvements cost of which the landlord would pay $80 and the city to $64 before the landlord would still pay $80 was prepared by the architect firm and construction of storage space and kitchen and electricity and plumbing that leave version 4 requirements. according to our report on october 26 to the committee, the estimated cost for furniture fixtures and equipment to 350 rhode island was $10 per square foot or approximately $1.25
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million. the costs have ed to $3.9 million which is an increase 3.5 times the original estimate as shown on page 5 of our report. from 945 bryant street, we reported in may of 2018 to the committee that the estimated tenant improvement costs were to be $1,125,000 it's increased more than five fold to $6.9 million. according to the city administrator, more improvements are needed to meet the programming and safety and security requirements. further, according to the city administrator's office the detailed budget to 945 bryant has not been developed the estimated costs is $6.9 million is based on the cost of tenant improvement for the 350 rhode island street space of $164 ber square foot.
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in our policy considerations we note the work for the adult probation department to relocate is in the preliminary design stages. because design is not finalized and cost estimates are not yet available, they planned an estimate based on $164 per square foot is the amount for the rhode island space. because the improvement work at the 350 rhode island space exists of reconfiguring a commercial kitchen and at bryant there's reconfiguring office space we don't consider $164 for work at bryant street to be sufficiently reflective of the actual cost. we recommend reducing the requested release of reserves allocated specifically to tenant improvements at 945 bryant street as shown in table one to
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$2,298,067 this would allow sufficient funds to complete the design estimates and begin construction of the tenantism improvement work. we recommend releasing $10,436,243 of the requested $13 million and retaining 2,898,000 it's for bryant street. >> let's open it up for public comment. are there any members of the public that would like to comment? >> this is another example pertaining to housing for the most vulnerable people each one you campaign on on the backs of not only blacks but other economically disadvantaged and out in the street and need
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permanent housing and in low income brackets. you come up with reserve money, millions to finance occur departments but can't finance for the economically disadvantaged for mental and amputees and veterans. i gave a demonstration on the mountain view of the apartment building complex of 144 units, complex which costs only a mere $56 million. you used that technique to build it down in the embarcadero and build a nine-story complex and you can house and take a chunk by means of providing 1,294 permanent housing nor people you claim to help when you're building multi-million dollar navigation center and only helping 200 people with a shelter bed and can only stay 90 days and then you kick them back
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on the street again and start the homeless problem all over again but you can come up with reserves for multimillion dollar projects like this and you wouldn't have it if it wasn't for the president of the united states because i had $88.2 million negative cash flow the last several months and had a big deficit when you look over and the latest administration got put in charge. you go around trying to act like he got something to do with that money. he's got nothing to do with the $11 million in that account. you got it because of the high tech companies stationed outside the united states coming back to the united states and then stayed in the united states and it's because of him. not you. >> thank you, mr. wright. >> you ain't got nothing to do with that money. >> item number 1. seeing none, public comment is now closed. colleagues, are there any questions or comments? seeing none, i would like to
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accept the b.l.a.'s recommendation of releasing funds of the requested $13,334,310 and retain 2,298, $067 on the budget and finance committee reserve. >> is there a second? >> seconded by supervisor stefani. >> can we file the hearing? >> yes, please. madam clerk please call item 2. >> clerk: [reading item 2] . >> nami kelly sicity
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administrator. i'm pleased to present the plan for san francisco. we have melt to discuss the current state of technology within the city and develop this financial and strategic planning document intended to forecast upcoming technology the city may face and guide initiatives. as always we remain focussed on making sure the technology we use helps transform the way we deliver services to improve the lives of residents and businesses. by better understanding what projects are anticipated to come in the future, the i.c.t. plan helps to evaluate each project independently when funding decisions needed to be made. for fiscal years 2020 through 2024 it's important since we recently implemented several large technology projects shaping the future of the city. one being our new city wide financial system, f.s.p.,
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transforming how we handle the city's money and employment process and information and it's an example how important technology is to our operations and to our larger goals of becoming a more trans parent city. i'm proud to work with them and proud of the work they've done as the didn't for technology and investments continues to grow and positioning the city to be the most impactful in the face of transformative technologies we continue to see. the proposed plan recommends growing allocations to $223.3 million to support a variety of technology projects. ed a like to introduce -- i'd like to introduce the director to present.
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>> good afternoon. the purpose of the plan is to think how we organize investments in shared goals as it concerns technology. we have several projects ongoing in the city that showcase how important technology is to the delivery services and how we're trying to improve at the city. one problem around homelessness is centered around one of the main systems is the one system we'll be seeing more in the coming years. it's helping with the coordinated care and thinking how they deliver social services. also, the justice system is another major technology system. we're thinking how a public safety agency is sharing data and getting to the public safety outcomes we're seek and when it comes to permitting, technology is helping us think through the new permit center and transforming the permitting process to make it easier for residents to get the permits they need. the i.c.t. plan vision is to
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create a city that is transparent and easy to use accessible services for every resident, visitor and employee. we have four strategic goals to help us think through the investment priority and strategic goals going forward. goal one is to support and maintain critical infrastructure and helps us lead our think in how we want to support the network systems all led by the department of technology. goal two is preparing and protect the city systems. especially as it relates to cyber security and disaster preparedness and to make operations more efficient and effective. we have large technology systems that help underlie how operations run like the financial system project and also how we're sharing data and sharing architecture in the city. finally, goal four is to improve the customer experience with
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technology with the support of the digital services team and think how websites and digital services can help improve our service delivery. a major component is to think about the financial component and investments coming in the next five years. i wanted to give an overview of the funding structures and sources that we do have for technology in the city. the first two are the two allocations. the major i.t. allocation are segments of the general fund which we provide recommendations in the mayor's budget office for technology projects. the department of technology also has a rate model to help support various projects across the city and also the city received several funding from state, federal and other sources to support a variety of other projects. so when we look at the two allocations, we have the major i.t. allocation meant for multiyear and multimillion project and the project is for all other types of technology projects in the city.
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on the current forecasting we're growing each of those allocations by 10% each year. this plan we asked all departments to start forecasting what types of projects they rand anticipate to work on in the next five years and received requests for support. the table shows more detail. there's other sources and funding for a lot of the variety of projects the enterprise apartments in particular are spending a lot of money towards technology projects but the general fund request is also sizable in the upcoming years. the other thing i want to note about this table is our forecasting is strong the first two years and this coming year, fiscal year '20 and '21. technology is moving so quickly the needs of the city change so much years through to five are harder to forecast but the plan is easier to identify the larger projects we need to start think
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ahead for. during the budget cycle we'll evaluate each project individually and use a scoring criteria to prioritize and sequence projects as necessary. the criteria is based on six metrics. the first is strategic value, aligning projects to go with the mayor's direction, board of supervisor direction and the plan and department of strategic plans. we try to evaluate each for their project benefits and financial impact and where there's savings available. we evaluate the regulatory impact and cyber security concerns and architecture and development plan so we're not creating inefficiencies and the last cry tear is looking at the -- criteria so look at the department capacity to make sure we have enough capacity to be implemented. breaking down the annual allocation and major i.t. allocation more in detail in terms of requests. for the annual allocation we received 58 different requests nor next coming fiscal year for
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$42 million of general fund support. the allocation is only $14.1 million leaving us with a shortfall and we see a similar shortfall in years two. in years three to five we expect this shortfall continue to happen as more needs are realized. this makes the scoring criteria need to be considered. and each project take considerable effort to implement. and the property and tax system left by the tax collector and the controllers office is
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similarly a large project estimated $72.5 million and the project will be imlemented over the next three years and the telecom project being led by the department of technology is transitioning our current phone system to a new internet-based voice system which will be ongoing over the next several years. finally, we have an upcoming project the replacement project which supports 9-1-1 and the public safety agencies just beginning with an earl estimate of $37 million going forward. we also have an electronic health records project and for the five projects we do have sufficient capacity to meet the needs for the five projects. we'll look to see if they'll be
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considered as a major i.t. allocation and it's time to think of recommendations where to go in the future with technology. at the end we provide a variety of recommendations of the direction of technology in the city. to the first recommend is to continue to grow the two allocations by 10% to meet the need for a variety of projects each year. second recommendation relates more to the maintenance and support for technology projects in the city. out -- we review upcoming projects but there's support needed for existing technology. we need more analysis to understand what the cost is is to support existing technology and we need to condition duct the analysis to understand what those costs are. recommendation is more around the project grchovernance.
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we see there's a certain type of structure that ensures project successful. it states we should have a strong governance for the large projects to make sure stakeholders at the table and decisions are being made for the project going forward. the recommendation forward is around cyber security and incident management where we made a lot of progress through the department of technology to establish a cyber security office and so recommendation we work closely with the department of emergency management to coordinate emergency response and then using technology for digital services and thinking about what services we want to put on the website and online. and this is something we can
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expand and get a full list of city services to start strategizing and prioritizing which should be on the website and do the service design work. recommendation five is for full inventory and six is to reduce our use of paper in day to day operations and as we're able to make more digital services we make them more accessible to the public and available and easy to use. it's very a very important recommendation we reduce paper wherever possible. that is the five-year plan. and the plan itself, i also want to highlight the back has an appendix of all the budgets with estimated costs and we're in the middle of budget season so we're evaluating each project
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individually as there's requests for funding for them. happy to answer questions. >> thank you very much, president yee. >> president yee: i think you mention mentioned zwris -- justice and i didn't see anything that mentioned that and how it fits in the plan. >> justice is a large technology project in thinking of data sharing. if you turn to page 14, there is a brief overview of where we are with the project. there's a request to reimagine how we share public safety data. >> in terms of worth it's in the budget when you took a high-level budget you didn't have i believe you had public
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safety in one of those slides about the it was for something else so we're where is this on the budget? >> in the back in the appendix you can see what the requests are. we received two requests in the budget cycle. one for additional staffing nor justice team and for the main frame replacement the public safety agencies currently use. >> president yee: where is it? >> if you go on the last page. there's the justice road map.
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>> president yee: i just wanted to make sure it's in here because it's an important project for me and other people in the neighborhoods. as well as hopefully the justice departments involved in coordinating information. >> thank you, very much. supervisor ronen. >> following up on page 14 and to supervisor yee's question, i'm not sure if you're paying attention to the latest news, but we introduced a piece of legislation yesterday that creates a working group to close down juvenile hall by december 2021. one of the jobs of the working group is to review the current data of the children currently in juvenile hall and many are there because they're waiting
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placements postadjudication in the courts. others because they committed low-level misdemeanors or probation violations and we want to give this work group access to enough data deidentified person by person. so they can understand what types of facilities we need to build in the community so there's accurate, appropriate alternative placement. we're running into a state law problem around the access to these files but i'm learning for the first time here that all of these different departments, many of which will be on the work group have access to these files. could anybody from the city
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administrator's office can review the filed of all the children being held in juvenile hall right now. >> good afternoon, supervisors. i'm the deputy city administrator. the juvenile probation is a member of the justice work group however, their data is currently separate from the environment. all the criminal justice departments that do share data, share data through a series of data sharing agreements. our role have been as executive sponsors and we have no access to the data because we are not a criminal justice organization. we just help facilitate the data sharing agreements, structure and mechanism for that. and we do not have juvenile probation data within the hub. as juvenile probation is redoing their case management system, that's a future item for that connection to happen and agreements to be made. >> so we're currently not a source for that data.
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>> i see. so page 14 would seem to indicate you are but you're just not getting that detailed? >> there's no current agreements between the departments to share that data through the justice hub. >> but for adult probation you do? >> yes. >> that could be because state law intervenes when it comes access to juvenile data. >> yes. >> commissioner: thank you. >> commissioner: any other comments or questions? i have a few questions. one, this is the fifth iteration of the i.c.t. plan. have we always had the committee or is this something we developed after a couple of our plans? >> i believe it's been around several years but it was put into city administrative code in 2010.
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>> i know this sounds like a question we're approving the plan but not the expenditures within the plan. those expenditures will still have to come back to the board? >> we'll make recommendations to the mayor's office for inclusion in their bucket -- budget and that will come back to the commission. >> commissioner: and in the appendix in the small line items i think it would be help fol have more information on what these are. one thing on the smaller line items that there's no real description of them but about the funding because this is the budget and finance committee when we see fund from year one to year two and three and four. it doesn't tell us whether or not that is ongoing funding that
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will be required continuously to implement this or is it funding where the full implement of it take a series of years to fully fund. that's actually not included in the information. i think that would be super helpful because we can then see what is ongoing funding but what is funding needed to complete the whole project. >> and if have you specific questions i'm happy to follow-up and share that information with you. >> just a little feedback. also, i think you're aware we currently have legislation pending at the board regarding surveillance technology. it would be help fol -- helpful with flags under the definition we have and i know it's pretty
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broad. i'm wondering can you just speak about that. >> right now the plan in the budget process looks at all technology projects with the projected cost over $100,000. so anything there goes through our review and approval process. so we do va have a couple projects identified and the i.c. plan is a tool to understand that's coming down the pipeline and begin the process of evaluating going forward. >> commissioner: thank you very much. there's no b.l.a. report. supervisor stefani, my apologies. >> i just have a few more questions on the justice system and where we're at with that because i know president yee requested a hearing last year and i believe we're waiting for a status update or -- i'm not sure where we're at with that in
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terms of what is happening around we haven't achieved what we wanted to in the system and want to make sure we're on track to do so. >> i'm deputy city administrator. we worked to develop a five-year road map or strategic plan to identify what are the things we need to work together on to accomplish our goals in the next five years. that process has now been completed recently. yesterday city administrator kelly convened first meeting of the executive board talking about the road map and looking forward. talking about the request made next year for a little over $3 million to support the work around main frame retirement and justice work going forward. that was the amount identified in the first year of the
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five-year road map work with the consultants and city departments. so we have made a great deal of progress in terms of setting up the infrastructure and data hub that departments use and can use. one of the things that has been holding back the project has been waiting for the court system which technically referred to as the case management system on the main frame is the court system. they have been working through a number of iterations over a number of years and they're now at the point where they believe within the next year they'll be ready to transition off. so that then puts a strong focus on the city side as well and now we're ready. the courts will be off. we set up our infrastructure on our end, now we need to make sure everything's ready.
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the focus is how we get off the main frame and we have funding to support the plan once it gets through the budget process. >> commissioner: president yee. >> president yee: supervisor stefani, always know i'm following the activities. i went to yesterday's meeting. one of the things i'm planning to do is have a hearing on this issue. just bring back information for the rest of us because they have been working on it and the original thought when we first started was how can we extradite what was going on that's been taking place over 15 years and seems like we weren't getting anywhere. in a nutshell, there's been a
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decision not to continue with the same thing they've been doing but to step back and say, well, it's better at this point rather than trying to update an old system to move to a newer system in a quicker way and set up the structure with the governance and everything else learning the past what didn't work and what might work. yesterday i started seeing most of the department heads show up for the meeting because it was important for them to make decisions and hopefully they'll be able to do that on the regular basis. not necessarily monthly but on a regular basis where they can do high-level decisions. which seems what was missing
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before they would have staff come in and they're not necessarily in position to make high-level decisions. >> thank you for that president yee. i'm interesting in this topic having start mid career as a prosecutor and hearing from my constituents all the time about the lack of data they're able to glean from our city departments whether it's the district attorney office or police department to understand what we're trying to do which is understand our criminal justice system, whether it's working or improve it and for me i feel like we still have a long way to go. i want to participate in the conversations and make sure we're on track. it sounds like i know president yee has been participating in the conversations. i'd very much like to as well. like i said, it's something that continues to come up in all my neighborhood meetings and something i haven't been able to
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wrap my head around in terms of getting enough information to make decisions on what hearings to call and what information to ask to continue to ask for from the d.a.'s office. if we're having a system where all the depends are supposed to be participating and we're still not getting help us make long-term decisions i think it's a problem. i'd just ask to be involved in those conversations going forward and look forward to the hearing you'll be calling, president yee. thank you. >> commissioner: thank you very much. seeing no other comments, let's open this up for public comment. are there members of the public that would like to speak on item number 2? seeing none, public comment is now closed. [gavel] >> commissioner: i'd like to make a motion for a positive recommendation. >> seconded.
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without objection, thank you very much. madam clerk police call item 3 -- please call item number 3. >> clerk: [reading item 3] >> commissioner: we have nay -- naomi kelly the city administrator. >> in recent years the bay area's economic growth has given a historic number of capital investments. the plan maps the city's infrastructure with an eye on fiscal responsibility and whale it while it details their approach the plan captures healthy infrastructure programs to meet the resiliency facing our city
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and it continues commit total good government and building the infrastructure for visitors and workers and residents for years to come and it's part of the story we tell rating agencies and keep capital low. the plan captures $39 billion in investments over the next 10 years for a mult tude of projects including the seismic resilience of san francisco building and improving an keeping utility systems sound and keeping streets safe and some are highly complex facilities like the seawall and the fire fighting system. while others are less glamorous but vital ike hvac and elevators. no matter the size, they're essential for the safety and vitality of our residents and workers and visitors.
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as the plan guides infrastructure investment it also builds the public's trust in our ability to do smart, long-term planning and help deliver on our promise in a fiscally responsible way. the recommendations would not increase the tax rate and leverage investments for delivering projects. however, there will always be challenging. our existing aging infrastructure must be cared for while we invest in new development. high construction costs in a competitive market and continued efforts to uphold and increase san francisco's resiliency when natural disasters occur and compounding on unaffordability adding pressure to communities of concern. i believe despite the challenges we have positioned well in order to respond to the challenges ahead. a great example of this success is our seawall bond. a ballot measure last year in
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november's election voters past with nearly 82% in favor. though it was just a down payment on this important work, it represent what's good government looks like and the trust the public has in us to deliver important work. now, i'd like to turn it over to heather green the department of capital planning. >> commissioner: thank you. >> thank you city administrator kelly. thank you. heather green capital plan director. thank you for having me. at a present here walking through the capital plan. to begin an overview what we're talking about here for the 10-year capital plan for fiscal year '20 through '29. we try to understand as best we can all the funding sources available and acknowledge where we have deferred needs and do not yet have funding for and register emerging needs projects about which we do not even yet
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fully understand the exact scope and budget but we know it's the direction in which we want to move. all these things are presented in the capital plan and that's the best practice of fiscal management. we include our funding principles which i'll talk about shortly. our plan now is the largest ever, $39 million of planned infrastructure investment represented. that's more than double the first plan and we are excited about all of the activity ahead and also acknowledge there's still much we strive to do. there are three main programs that are covered in the plan that pay as you go program which is our cash program. that's what you see at budget time. and then two major debt programs for the general fund apartments our bonds and funds debt and the revenue bonds that are discussed with regards to our enterprise departments an external agencies have their own sources but those
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are the general programs for the primary funds departments. this gets updated every other year and seek approval no later than may 1 in compliance with the admin code. let me talk about how we think about our capital. our public infrastructure is a vast set of needs. one lens we use to think about this is our resilience challenge. we're the office of resilience and capital planning led by our lead resilience officer and these are laid out in our resilience s.f. strategy. earthquakes, sea-level rise and social equity and the problems are growing and glaring. they're not going away and we need to acknowledge that they come in packages. we talk about these in our
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building our future chapter. this began in talking about hazardous resilience and the hazards analysis to understand why the earthquake risks are in our public portfolio. we also have long-standing plans where to direct funding and try to prioritize the things we need to do before the things we want to do. we address a legal and regulatory mandate, protect life safety and take care of the things we own and ensure as best we can. we also acknowledge we want to support the needs of our elected officials and leaders and look for projects that support economic development though all
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construction projects are in their own way economic development for the jobs they support. this year in the capital plan we added not as one of our tiered funding principles where we say equity on the list but added to our principles language so we remember it's a guiding principle for the projects and we see that in the department's strategic plans to that effect. there are specific policies we're carrying forward and are being approved today. the recommendation to maintain the cash program. we are adding sb1 street repaving dollars in addition to the general fund to help hit our targets. we have a target condition payment indexed and the scoring
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changed so we adjusted so our qualitative target remains the same though the number system changed. we prioritize a.d.a. related projects for barrier access removes and acknowledge $10 million a year for enhancements in the pago program. this is our backlog. one thing we know for sure is we have a lot of needs. the general department backlog at the start so fiscal planning is $9,998,000 and we need to continue to invest in capital in the one-time needs in flush times like these if we're going make a dent. this gives a little bit of
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context. so the blue line there is the recommended funding level and the red line is our annual funding need. can see in the plan for the first time we are getting to a place where we address our annual need in fiscal '27. that's where when you look below the backlog chart begins to tilt downward. we can begin to chip away but we need to keep our commitment high. so what's in the plan? this is the overview. we represent general fund and ex turning term external agencies and this falls in our safety and streets and agriculture and recreation and human services and general government and all that totals $5 billion. the enterprise departments are
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the big pockets. they have $8 billion the p.u.c. water and waste water and the economic development is where we have tried to consolidate affordable housing and also the ports we we try to give a sense of what's coming down the pike for our partner agencies. the split of funding sources here. you can see how reliant our general fund departments are on
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a couple of primary sources. one being general fund and the other our bond program. other departments including enterprise have greater sources when it comes to federal and state dollars and have their own debt and bonds and general fund are a smaller piece of the pie for them. this shows a little bit more about what's in the pay as you go program. i mentioned we're not quite hitting our annual need until fiscal '27. there's some things funded at 100%. routine maintenance is carried forward, the a.d.a. and barrier removes and street resurfacing. the facility renewal, repairs and asset preservation taking care of what we have and right-of-way renewals are funded with the balance of things not fully funded and you can see we're at less than two-thirds of
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where we'd like to be. i'll move to our debt program. there's two major debt programs represented in the capital fund and the first is the general fund debt program or certificates of participation. the total for that program and the capital plan is $963 million. the includes the exit from 101 grove one of our seismically worse buildings. it's a seismic hazard rating of 4 which means it's a collapse hazard and need to get staff. these funds will not fund the retrofit but horizontal infrastructure and up to $50 million to support a family services center. that's the relocation of staff out of 170 ottis and

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