tv BOS Budget Finance Budget Appropriations Committee SFGTV June 8, 2022 1:00pm-5:01pm PDT
welcome to the june 8, 2022 budget and appropriations committee hearing. i am supervisor hillary ronen, chair of the committee joined by gordon mar, connie chan. we will be joined shortly by vice chair safai and president walton is here. our clerk is brent and i like to make thank michael from sfgov tv for broadcasting this meeting. >> a friendly reminder for those in attendance to make sure the sounds of all cell phones and electronic devices and refrain from flash photography .the board of supervisors and its committees are convening hybrid meetings that allow members in attendance and public comment
while providing remote access and public comments by telephone. the board recognizes that equitable public access and we will be taking public comment as follows.public comments will be taken on each item and each person will be allowed to speak first and take those waiting on the telephone line . for those watching channel 76, 78 april 4,1999 and sfgov.org the public call in number is streaming across the screen. that number is 415-655-0001 . again, that's 415-655-0001. thenenter the meeting id of 2481 542 4313 . then press pound and pound again. when connected youwill hear the meeting discussions but you will be unmuted. when youritem of interest comes up those joining us in person
should line up to speed and those on thetelephone should dial car agreed to be added to the airline . remember to turn down your tv and thelistening devices you may be using we will take public comments from those listening and go to our telephone line . you may submit public comments in writing in either of the following ways . email them to myself at budget and appropriations committee clerk . if you submit public comments by email it will befor this risers and also included as part of the official file . you may submit written comments by postal service to our office in city hall that's one doctor carlton be goodlatte place, 94102 and items are expected t appear on the board of supervisors agenda june 14 unless otherwise stated . >> canyou please read item number one ? >> item 1 is a motion authorizing clerk of the board of supervisors to take all administrative steps to amend the budget and legislative was
as his contract with harvey ambrose for additional work under the existing scope of services to the extent that funds areappropriated for that purpose . members of the public who wish to provide public comment on this motion should call 415-655-0001. the meeting id again is 2481 542 4313. then press pound twice if you haven't already done so press star three. the prompt will indicate you have raised yourhead. >> a system in case you have been unmuted and you may begin . >> thank you so much and thank you supervisor forpresenting on this item . >> thank you chair and committee members. really thank you all so much especially during this budget season for calendaring during this item and i am asking for your support today of emotion to authorize the clerkof the
board to amend the current budget and legislative analyst services contract to allow for additional work under the existing scope of services . the proposal would enable the board to focus more proactively on good government research program audits, reports, recommendations and referrals. currently the bla conducts at least two program audits annually. issues reports that members of the board of supervisors request and analyzes and makes recommendations regarding legislation with budgetary impact . despite the growth of the city's budget over theyears , up to now in the neighborhood of $14 billion for the year, the bla's capacity and the funding forthe bla has not increased over that decade . it has been completely flat over the last 10 years. as a result, reports and audits can take many months.
in some cases up to a year and the bla has to strictly limit the number of program audits that can perform. i believe at a time of increasing revelations of government corruption and misconduct especially over the last couple of years that the board of supervisors with the help of the bla must be in a stronger position to proactively address these issues. the bla is in a unique position to see patterns and trends and potential red flags given its ongoing audit and budget work. adding capacity to the bla will enablethe board to proactively prevent violations of the public trust . the projected cost for the expansion are 1.1 million annually covering and anticipated supervisory position and three investigators or analysts and
associated costs. but i want to be clear this motion does not compel the board to allocate the funds. it merely allows for the allocation of the existing contract. a conversation as to whether the board will allocate these funds will take place during the budget discussions that the board is undertaking in the upcoming weeks. my office has confirmed that bla is willing and able to implement this proposal if approved by the board and i understand bla staff is availableto speak to this or any other questions or points the committee may have . and in addition given that this motion relates to the clerk's office i understand we have madam clerk and 13 here if there are any questions that she would liketo direct to them as well . you very much. >> i apologize for the interruption .
i did fail to mention for the record with the participation of supervisor prestonfor your convenience of the board of supervisors . >> even with our vice chair ou . >> i'm sorry, pardon me. >> no worries. thank you so much to the chair of our oversight committee providingus with this rule .i wanted to take a moment to appreciate harvey rose associates and all the incredible people that we get the pleasure to work with . not only not only the regular duties of the analysts and in a top-notch way but when we did use the analysts for special report requests as, i am 9.9 times out of 10 blown away by
the quality of the research and reports. by the speed at which they perform those you know, research projects and analysis. how much they work with us and collaborate and the creativity and knowledge they bring to the questions that we are trying to answer. they are just a tremendous asset to this board of supervisors and i am looking forward to supporting this item today. supervisor mar. >> thank you chair and i want to thank supervisor preston for your work on this and bringing this motion forward and and supported of at least creating theopportunity to expand the capacity and the scope of the work with the bla's office . i really agree with all of chair ronen: state given such a
tremendous resource for the city and board and the roles they play on the independent analysis and recommendations through the process and all the special reports we request on the critical issues of the cit . i think especially over the last few years we really sort of tapped out a lot of the capacity especially around addressing the ongoing corruption and scandal in the city looking at ways to best restore public confidence in our city government so thank you, i'mvery supportive of this . >> i just wanted to give our board a chance to saysomething if she wants to . >> chair ronen and members of the committee, in 2007 i became a clerk of the board when the
board appointed me. the contract was $2.6 million at thetime and this is what the contract is today . over the years board of supervisors is safe the growth of the contract wishes to supervisor preston! as to whyit is flat , it is purposely so that the capacity is what you would be building into the contract should you approve this motion. one comment that i'll make quickly is that if the board is supportive of this motion one thing you could do is continue until budget evening. that way we would know what amount you would be loading into this motion and that would be what then we would go to th civil servicecommission with . we wouldn't be able to go until we had about . >> if we can open this item up for public comment. >> thank you ma'am chair. members which is the site should line up to see. for those that wasn't remotely
please call 415-655-0001. enter the meeting id of 2481 543 4313. once connected you'll need to press áthree. for those in the queue continue to wait until the system case you have been unmuted and that will be the queueto begin your comments . as we have no person speakers in the chamber , missenglish, can you unmute our first call ? >> eileen bogan, coalition for san francisco neighborhoods beingon my own behalf . in strong supportof the bla contract . besides continuing the contract by written comments, my recommendations for bla workplan regarding the sst you see my recommendations include those financial performance audits. also an audit of the puc and
water management plan which uses contractual demand levels rather than actual demand levels and uses a very conservative design of 8.5 years rather than a more realistic one of7.5 years . transcends rationing strategies should focus on customers without consultation by the agency itself with replacing leaking water mainsand fire hydrants .the transcends environmental goals related to the salmon population and multiple lawsuits againstthe state water resources control board . the transcends of the emergency firefighting water system and unwillingness to expand dedicated esw after the westside the transcendent use of water which blends the water with untreated mobile groundwater and finally the transcends maintenance of fire hydrants which shows signs of
rust and corrosion especially on thewest side . thank you. >> thank you foryour comments . next speaker please. >> ... there appears to be another comment in line. ma'am chair that does conclude all the speakers and now with the appearance of vice chair safai we are convenient as a special meeting of the board of supervisors, madam chair. >> chair: thank you so much supervisor preston , i'm wondering if you would like to respond to the clerk of the board's suggestion we continued this item to the call of the chair so that we can put in the exact amount when we figure out
how we balance the request with everything else. >> thank you chair and thank you for your comments and supervisor mar for your comments. before public comment on the item. and i just want an your comments and i think others on the board feel the same way about the quality of the work and independence of thework on the bla . i know we all appreciate that especially budgeting all year long but as to madam clerk's suggestion i think that makes good sense. to do that, to continue to the call of chair and when we have a morespecific number that we can apply to . >> soundsgreat . >> i indicated budget not not so much called the chair but tying it to last night or whatever yourpreferences . >> i'm hoping we have, we
finished the budget tonight we plan to finish the budget . but i always just want to add in a littlelonger in case it doesn't happen . i would like to make a motion to continue this item to the call of thechair . we have a rollcall second by presidentwalton . >> on the motion seconded by yourself and seconded by member walton that this motion be continued to the call of the chair. vice chair safai. [roll call vote] we have 5 aye's. >> chair: motionpasses unanimously . thank you supervisor preston. can you please read item number two. >> item 2 is figuring on nonprofit workers wages and ability for city funded homeless and mental health
service providers to recruit and maintain qualified and adequatestaffing levels . members who wish to provide comment on this item call 415-655-0001. the meeting id is 2481 542 4313. then press pound twice and if you haven't done so press star agreed to line up to speed and the systemprompt willindicate you have raised your hand . wait until the system indicates you have been unmuted . >> colleagues, i call for this hearing today because i'm worried about the fiscal health of nonprofits in our city. nonprofits have been warming up for many years that there is a breaking point. that hiring is becoming more andmore difficult . that they are able to meet the cost of rent increases and the cost of just everything it takes to run a business.
back continues to climb and climb. i am appreciative of the mayor for including in her budget a wage increase for nonprofit workers work on city contracts. but i am very disappointed that the mayor did not include an overall increase for the organizations. i'm not sure there will be organizations left to pay workers if we can't table lies those organizations in the first place. secondly when we give raises fruit city contracts to certain workers that doesn't always cover all the workers in the nonprofit and in away it's a double-edged sword for nonprofits . while workers that work on city contracts get a much needed bump, it becomes necessary for
the nonprofit to make sure other employees are working on contracts that might not be related to city contracts must also get those same box. so in a weird way, when the city increases wages for workers and contracts that puts more pressure on the nonprofit organization itself to increase its revenue and when we are not getting the basic cost of doing business increase, that becomes much more difficult. now, i know the city has been verysupportive of the nonprofit community . for decades. and there would be a possibility of saying well, 80 this method doesn't work. maybe nonprofit work and we shouldn't rely on them anymore but the fact of the matter is if we lose nonprofits in the city, we will not have lawyers
for tenants facing election and we're going to have more homelessness on our streets . we would not have afterschool programs for children or extra help . we would not have to hummingbird program or the domestic violence shelters for the homeless shelters for the mental health treatment centers,etc. etc. . we rely so heavily on the nonprofit industry to meet the basic needs of residents in our city that this is a city issue. this is ourresponsibility. we cannot drop our hands and say good luck to you, figure it out somehow . i'm afraid that's what we're doing by not having funded and not having a guarantee cost of doing business increase for nonprofits every year so we're
not back here recently her budgetcommittee talking about the same thing that we talk about every single year . the biggest highlight recently of this crisis is an item that's going to come before us next week at the full board meeting and the committee as a whole where a positive resource center and bakers place are requesting an emergency $3 million increase for emergency allocation to their organization because they can't make payroll if theydon't get . what that means is they can't make payroll is that we could very well have 200 more people experiencing mental illness and serious, serious drug abuse disorder on our streets. we're in a crisis here and we can't continue to close our eyes and just expect the
nonprofits to figure it out on their own. i do want to appreciate our controller brett beth rosenfeld and lisa sandler and rachel rothenberg are and i believe the budget andlegislative analyst office is involved as well . that are going through a study to sort of think through the issues of our reliance on nonprofits and what that reliance needs and how we can sort of get control of the situation. but i thought it was important to have this conversation publicly today before we start the budget process and i wanted to focus closely on homelessness and mental illness because i think that that's a place that the city relies not exclusively but almost exclusively on nonprofits to address those needs and we need
to fully understand what's going on in that industry and the impacts. so with that, we're going to hear first from laurel marshall from the controller's office and then we're going to hear a presentation from dph . a presentation from hsh . and finally we're going to hear from more service providers from the community of nonprofits on mental illness and homelessness including sherilyn adams, lauren hall,joe wilson and mary kate . so laura if youcould start us off, thank you for being here . >> thank you for having me, lauramarshall . and i'm happy to be able to present to you about the reasons analysis we get on
nonprofit wages. my collaborator and the controller's office joanna bell and i think there will be some slides showing. therethey are so we can move on to the next slide . as you mentioned the nonprofit partner with ourdelivery for the most essential services . in the city right now. and next slide. to $1.2 billion in city services. the majority of city departments do some form of business with nonprofits but as noted, the primary areas of service are 70 percent of the city funding are going to public health homelessness and human services. next slide earlier this year we began hearing similar to you all as the departments and nonprofits all reporting that wage pressures were leading to staffing issues that were creating instability amongst
their organizations as a whole. next slide. we engaged with a large group of city department staff, deep appreciation to all of them and all the nonprofit providers engage with us on interviews, on focus groups and meetings to go deep into these issues. i will note there isn't a lot of hard data about wages in the nonprofit sector. where we could gather some we tried to use it to create a sense of cost and scale but it also informs some of our recommendations for further work . first of all give you a sense of the key findings we found our interviews and analysis and propose some recommendations. nonprofits are experiencing some of the same inflationary rushers we're experiencing ourselves but because of the way the funding models away the funding nonprofits, there a
little less minimal inbeing able to address those issues like the private sector might be more like government might be . the census bureau workforce indicators have shown nonprofit workers are among the lowest paid workforce in the city in san francisco and while some of those other low-wage workforces like retail to increase those monthly earnings year-to-year, we seem a lot lessgrowth in year-to-year earnings in the nonprofit sector as well . next slide.so when we're talking about low wages , we heard about impact of low wages across a few waistbands. we think the lowest of the low or the mco at 1734 and our. those lowest wage workers are essential to the operations of most organizations. can't run the building if you don't have a frontdesk worker and janitors to clean the rooms
. some of what we've heard. but the pressures are also being experienced higher in the organization amongst more skilled workers who might have years of experience among case managers, supervising case managers, finance staff . overseeing the love low-wage or below market wages. our analysis focused on to about 30 or $40 in our orsome of those essential workers . this wage pressure is leading to death the tiring and high death over applications on the organizations as well as workers but also for the client being served. we heard a lot of information from participants in this analysis around how services are being impacted because there's sort of gaps in staffing. creating some safety issues insights that arts sufficient
staff were well-trained enough staff tomanage the program . cd4 clients and staff alike. we heard about stability issues around being able to draw down sufficient revenue and pay the bills due to gaps in staffing. as well as some of the impacts on the staff who are remaining and the stress levels that are rising so always levels. so next slide. when we started this analysis we want to make sure that we propose policy solutions that knowledge the equity implications. we heard a lot of information about how black indigenous people of color or bipoc workers are low wages and it was creatingconcerns about equitable pay . we want to consider issues of
pay equity amongst the workforce as well as one of the leadership of organizations and the clients being served. one of the gaps in data arose here. we don't have a lot of information about the demographics of the workforce . and consider that for some of our next steps. next slide.we did a deep dive in some of the tools that we typically use to address these inflationarypressures . amongst nonprofit contractors . the cost of doing business increase is the standard tool. it's is reflected as one of the easiest to implement across-the-board and sort of flexible in that way. one of the concerns is that it is because it's meant to be spread acrossa variety of inflationary pressures is often spread too thin to be effective on structural changes needed
for wages . the minimumcompensation ordinance is tied specifically to wages and at a benefit . however, it is tied to the lowest wage workers and we are hearing that impacts are spread across the spectrum of workers so itmay be a little too targeted . we heard a lot of information about different departments pacific initiatives to address wage pressures and these were the ones that were most likely to be effective and most targeted to the need because departments and nonprofits could work together to find what fits but one of the challenges here is the nearly or over half think of nonprofits are funded by one department. when not all departments are making the same initiative can lead to operational constraints to figure out who gets a wage and which funding sources are paying for it. next slide. there are a variety of other operational constraints . we conducted this analysis so how wedeal with blended funding
is a big concern . that sort of funding direct rates not beingfully funded . some of these legacy contracts that never had a structural overhaul and have only gotten minor increases year-to-year and the concept of creating wage baselines are mandates which might be structurally challenging or organizations to implement so considering all those factors and all the findingsthat we just discussed we can move into some of our recommendations. next slide and we can go to the next one as well. we have about five or so recommendations . first we want to acknowledge the wage issues faced by the city's nonprofit contractors are of a magnitude of a standard inflationaryincrease is not likely to address .so we are recommending that the city identify strategies above a standard inflationary cost. second, we expect that the
scale of the issue is large an unlikely to be resolvable in a single budget cycle . we recommend the plan for a multi-year strategy to address wages . next slide. so the wage pressures are pretty complex. they are pressing. even as we plan for a multi-year strategy we need to plan for a current budget strategy thataccounts for the complexity so multitier to approach . i think that strategy is probably insufficient. we offer a couple of recommendations for those multitier strategies and one is adding a cost-of-living adjustment of the cost of doing business allocation and in our full memo we outline afew different scenarios of what that might look like . but ultimately we recommend
that going above and beyond our copy is recommended to try to make more structural changes on wages pacifically. the second part of this, that's sort of a across-the-board approach that weapplied across contractors . we also recommend a more targeted approach. in particular developing specific budget allocations to address wage prices with planned expansion. we as the city have adopted cell at several key initiatives over recent years our city our whole to expand homeless services, mental health and staff and then the child care funding. in order to make those citywide initiatives successful, we recommend supporting the sustainability of the organizations we expect to deliver on thoseservices . so those would be the areas we would recommend and wage
enhancement to betargeted . next slide. so to ensure nonprofit contractors have stable plan funding increases for inflationary pressures in the future , we recommend moving away from an annual process and instead implement a process where planned increases are budgeted in each year of multitier contracts so instead of identifying a percent each year which create operational challenges for nonprofits who must delay increases until they're able to invoice from them once the contract has been approvedlater in the year for example we recommend planning ahead for those and establishing them in the budget . that doesn't mean necessarily contracts still need to be reduced in times of deficit or they could be increase in times
where there's additional inflationary pressures but it creates a new framework for multitier contracting is set to create more stability . next slide. so the final recommendation is related to that multi-year planning . we do recommendcreating a comprehensive plan . in particular we recommend using data to inform and that would include doing robust surveying of the nonprofit sector to understand some of thoseconsiderations . we saw gaps in our current analysis equity information, demographic information of the workforce to help us make decisions about how to target funding increases in the future. and by engaging in a policy-setting way with nonprofits and city departments toidentify policypriorities moving forward . next slide . so we are starting to plan for some of that work already. we take that as a recommendation toourselves . and are moving forwardon that
work . next slide. so thank you. we do have a link to the full report there on the last slide and i'm happy to answer any questions i appreciate this work and i'm looking forward to working with you to put some of this and codify some of this, some of your recommendations and put it in legislation. i look forward tothat . colleagues,any questions ? >> next we're going to hear from bph. i believe doctor hillary is going to speak. >> good afternoon supervisor
ronen, president walton, colleagues.i'll be representing the department of public health and i'm also joined by heather littleton who will be out turn the presentation over to her and she will be presenting remotely and i havea slide that we can bring up . so thank you for calling us togetheron this very important topic i wanted to share with you next slide . a little bit about the background for behavioral health services at dhs. some information about how we contract or and workforce issues that we know are being faced and which you have heard about already. some of our priorities as well as the work we are undertaking to attempt to address the community-based organization challenges and then finally out turn this presentation over to heather littleton from the controller's office so she can
share their work our work specifically focusing on some of the mental health sf and expanded programming. next slide. >> so behavioral health services at dph. for just some context our total budget is approximately $600 billion. we contract with more than 80 community-based organizations . we provide specialty care. that is specialized mental health or substance abuse disorder care to 21,000 people annually. we also touch many more people via our services where we don't collect or build for medi-cal and have less unduplicated data. so in the behavioral health
sector the community-based organizations and providers are essential to our successful deliveryof care and services for the entire system . the contracts that we hold are primarily in offee-for-service structure . that is they provide a particular rate for a unit of service provided . rates are updated annually when there are costs of doing business adjustments as well as contract negotiations with providers in order to align and adjust rates to aim to meet community-basedorganizations proposed costs . we do not set individual rates for members of theworkforce or classification . as this board knows and as all of us in the field know there
are systematic workforce constraints acrossthe field . there is a labor shortage of skilled workersacross both the bay area and state . both civil-service and not for-profit providers. additionally the nature of the work is challenging, is challenging and weak in burnout and exits from thefield . next slide. so again i really want to stress how vital the ceos are to the delivery of high-quality equitable culturally congruent payroll health services and a vibrant ceo workforce is paramount and she our overall goal of improving behavioral healthin san francisco . we know that ceos face many workforce challenges ranging from recruitment,retention as i mentioned , training. compensating their staff adequately and enabling their staffs work with caseloads to
minimize or mitigate. we very much need basis for equitable approach to support these providers and very much we are supporting both specifically with behavioral health as well asthe larger analysis of citywide analytic approach to meeting ceos needs . next slide. so just a few more sort of table setting issues that i want the board to be aware of is that under medi-cal reform under the initiative called cal aim, our regional reimbursement rates will be established to comfort counties to standardized and better align from processed services from a variety of behavioral health services . this will inform our own comprehensive analysis and strategy which we expect to
start the next and fiscal year 2324. as i mentioned already and i'll turn this presentation over shortly we are collaborating with the controller's office is not for-profit wage analysis and we agree thatcollecting data is critical or that to understand this complex problem . we agree that we needed all consistent strategies across the city particularly as the number of ceos old contacts with multiple city departments . and we also acknowledge that we need to bolster with a range of strategies not only on salary consideration to support non-for profit sustainability. then finally we are working with the controller's office to conduct a dedicated staff and wage analysis for the behavioral health services being expanded or newly expect the results of our analysis to inform additional decision-making strategy
recommendations . so with that i'll turn the presentation overto heather littleton who will be presenting remotely . >> thank you. good afternoon chair ronen and committee members. my nickname is heather littleton and i'min the controller's office . the objective of my part of this presentation is to provide an overview of the controller's office mental health san francisco staffingand wage analysis next slide please . so this slide you can see the mental health sf legislation is directing the controller's office along with the hr to conduct a staff analysis of the city and mental health service providers. to determine if there are staffing shortages impacting timely and effective mental health services as we understand we really are and two, if there are these mapping
shortages, make recommendations regarding appropriate salary ranges and working conditions . nextslide please . so in this first phase of this analysis we are over the next couple quarters we are planning on identifying the priority staffing gaps and service bottlenecks in our current mental health sf system so that we can understand position, and which mental health perspectives are the most understaffed so where are we meeting here ? in addition our office will assess the drivers of these staffing gaps and recommend short to medium run solutions for the department andcity to consider . next slide these. next slide please.
this slide is diving deeper into our areas of analysis which will take a comprehensive look at these issues and should address some of the recommendations, a lot of the recommendationsthat laura marshallwas presenting about . in the blue column here as i mentioned , on the previous slide we're going to first look and identify the staffing gaps andpriority mental health services that are experiencing service delayed challenges and to use that and focus . specifically which civil-service and ceo positions are hard to fill and retain so be looking at turnover rates, time to hire. which positions are tied to lighting performance indicators so where do we see units not
being met by our cbo partners . less than optimal client outcomes long wait times, potentially higher caseloads . and importantly which position as multilingual services. looking at the orange column we would next focus on analyzing for those positions we know we have staffing gaps in our structure. we will next focus on analyzing the root causes of these staffing gaps to looking at this from a hiring and retention andworking conditions lands . so for example in the recent mental health sf hiring push earlierthis calendar year , qualified candidates fall out of that process. for example on their retention fund where our staff going and
why and the more our wages across cbo's and in our civil service positions for similar work, how various are the wages we're payingour providers . and then also interestingly looking at the bay area benchmarks. our hiring retention and benchmarks, how are we doing compared to our other counties and also maybe our competitors, where our staff were going and lastly in the pinkcolumn here , we will be making wage and working condition recommendations for the homeless analysis based on what we're seeing as these root causes. in addition to appropriate pay increases are there other things that we can be doing on the hiring front such as other incentives. can we be providing hardship pay or buildingmore position redundancy in the job market .
are there other opportunities such as you know, reducing caseloads or providingdifferent training . other opportunities that will reduce staff burnout in a highly stressful position. and then as i mentioned earlier the controller's office will b digging into requesting data. serving ceos and digging into this analysis . essentially working with you and dph leadership on our analysis andrecommendations . so this concludes the controller'soffice part of the presentation and dph's presentation . chairman i'm not sure if you want to have questions or dph or do you want to continue with thenext presentation .>> thank you so much miss littleton and we will continue with the presentations andtake
questions at the end . next we hear from emily: and janie whitley from the department of supportive housing, welcome. >> good afternoon chair and committee members. mrs. emily cohen, i did debbie direct director with the department of homelessness and supportive housing and i'm happy to be here to talk to you about our partnerships with our nonprofits collaborators, so many of whom are here today it's great to see and around wages and equity. so nonprofit organizations are absolutely essential to the services being delivered across the response system. the vast majorityof shelter services , housing, case management are all delivered by the dedicated passionate intelligent of community-based organizations as well as the smaller number of the staff. staff on the front lines of the homelessness system are largely
as i said before staff of nonprofit organizations many of whom have lived experiencesof homelessness . many of our bipoc and live the mission and values of ending homelessness in fy 2020 1hsh contracted or granted out approximately $300 million to 65nonprofitorganizations to deliver these critical services .low wages, i stress , frequent staff turnover within these organizations impacts the quality and timeliness of services across our system including vacancies in janitorial and maintenance divisions has a direct impact on providers ability to turn over a vacantsupportive housing units . trends inunderstanding , in nonprofits indicate challenges in staffing up. some of the challenges we see across the system in terms of
deliverables for our system of care can be linked to inadequate support for our nonprofit partners. certainly retention and recruitment areacted by low-wage , burnout from high caseloads and for many front-line service workers, long commutes with no options for remote work. we see all this layout every day across the system and really just want to take a moment to appreciate and thank all of our nonprofit providers, the folks in the room as well as thefolks who are busy doing work on the frontlines youcan't be here . we really appreciate everything that they do as part ofour system . we could go on to the next slide . hsa has been in conversation with our nonprofit service providers since before the pandemic really heating up through the pandemic about how to improve conditions for the
workers within the homeless response system . these collaborative processes have included working with the supported housing providers network to partner with corporations or supportive housing at on an analysis of the permanent supportive housing portfolio focusing on services and staffing as well as working in partnership with the controller's office at any of the providers on the memo that miss marshall spoke to you earlier today and the recommendations that have come out of that work to promote strategies for improving wage equity within the nonprofit system . these reports raise similar recommendations to prioritize age and retention and recruitment of nonprofit staff in order to support iron quality of services as well as better job satisfaction and strength of thenonprofit sector . hsa is excited about new
investments that are being proposed in the mayor's budget but those are not out of the blue and they're not out of nowhere. they're built on the work we've been doing in partnership with the nonprofit service providers for many years and through the covid pandemic that exacerbated the needs and challenges impacting nonprofit agencies and we are, we continue to work with the nonprofit partners to creatively find ways to invest inand support the nonprofit providers . during the height of the covid pandemic we were able to work with staff to have access to transportation support. even hotel accommodations so people working long shifts traveling long commutes. we were able to leverage over $10 million in one-time funding for bonuses. for front-line workers during the response and specifically for workers earning less than
$25 an hour. we partnered with tipping point in several nonprofits to do a centralized recruiting process when we were having extreme challenges. staffing, shelter in place and other critical front-line services and we've already begun the work to increase the case management wages within permanent supportive housing to $25 an hour with the proposal in this coming year'sbudget to increase that to 28 . next slide. in our mayor's proposed fy 2224 budget, there are significant investments that build off of work we've done in partnership with the providers and that we think align with a lot of the recommendations coming out of these reports which include increases in wage equity to support provider staff and retention and this includes $3
million annually to sort of set a floor for case managers in phs as a at $28 per hour. $12 million annually for front-line property management staff. this includes staff positions like desk clerks and janitors and other critical staff on the frontlines of permanent supportive housing . in addition to increasing wage levels we also really have the need from staff to manage caseload and workload to prevent burnout and ensure high quality of services for our clients ." it includes investments of 16.2 million annually to lower case managers and client ratios. this includes one, this would take us, lead us towards a staff ratio of 1 to 20 and family police and i will. then lastly more of a
systemwide investment. we are looking at in the proposed budget re-hundred thousand dollars annually for mental health training and support for workers and over $200,000 to begin to implement the city's overdose directive across our system of care which is really about trading for front-line staff inoverdose prevention . i will stop there. i am joined by my colleague and we are able to answer question . >>. [please stand by]
>> can i get a little bit of -- how do i -- [indiscernible] sorry. could i get a little bit of help plugging this in? >> clerk: i'm sorry. none of those plugs work, and you did not e-mail me the slide deck. >> would you like me to e-mail you the slide deck? >> clerk: yes, please. >> okay. thank you for your help. >> i have a joke i can tell, while we're waiting.
getting started and we'll catch up with the visuals? >> absolutely. one second -- one second, chair ronen. i'm sorry. all right. good afternoon. are we ready, chair ronen? >> chair ronen: yes, please. >> thank you. good morning, chair ronen, and members of the budget and appropriations committee. thank you for this presentation. this issue is so important, and it goes to the heart of our collective work to end homelessness, to operate effective systems, and to lift people out of poverty
permanently, not just our clients but also our workers. next slide, if we're pulling that up. another word about our multicoalition per peculiar peculiar -- perspective. these are the human services network, h.s.n., which is a coalition of 80 nonprofits performing essential services forming the backbone of h.s.n. we're also representing shpn, our supportive housing providing network, and they center the needs of tenants and the dozens and dozens of buildings across the country that they call home. hspa is on the frontlines of our homeless response system and uplifts people, youth, and
families. i really want to appreciate city leaders for their collaborative work on this really important report that's before us today as well as collaborating on budgeting. what's emerged from our conversations over the last couple of years and what's really intensified over the last several years is to make spending choices work for the most vulnerable members of our community. we share goals in improving outcomes for people, youth, and families? we know that when people heal, so do communities? our second priority is promoting a stable workforce and wages of care. and finally, our shared goal is investing in impact. for too long, we've been underbudgeting and asking nonprofits to figure out, and we have a shared commitment on
really investing with outcomes, and we all know that underspending has costs. these are economic costs, costs to confidence, and costs to shared values. i want to highlight some findings from the controller's report. first, the city is contracting with over 600 nonprofits annually to deliver $1.2 billion in essential safety net programming. contract budgets are not keeping up with extreme inflationary and market pressures, including not just wages, but other costs that go to basic health and safety issues at our program sites. h.s.h., secondly, funds the highest numbers of the lowest wage workers across our systems as a proportion of its total spending. wage and -- one-time
initiatives not only create parity issues, but issues on the back end. we need strategies that cover all frontline workers regardless of federal, state, or local funding source. we're on slide five, i believe. we -- my co-workers and i really want to paint you a picture of what this looks like for programs and how this impacts people, both people on the frontlines of our workforce and people who are some of the most vulnerable residents of our city. could we move to slide five, please? just going to start. so to paint this picture, i want to focus first on how wage
equities are harming our workers. our workers, some of them are super commuting, and they're super commuting at all hours of the day to cover our shifts. we have people living in one program and working in another. some of them are working two jobs to make ends meet. they have experience trauma and have trauma from working with some of our most vulnerable residents, and they burnout personally and professionally as these issues intersect in their lives. >> chair ronen: hold on for just a minute. is it possible to get to slide five? >> clerk: i'm not hearing anything edge-wise. >> i believe this was slide
five. is it showing? >> clerk: oh, it's not, through the chair. >> operator: i'm sorry. technical difficulties. one second. >> of course. chair ronen, let me know if you'd like me to continue. >> chair ronen: thank you. you're doing a great job with all the technical difficulties. technology. can't live with it or without it. >> -- they have lived experiences in secondary trauma. they're struggling to put food on the table and keep up with rising prices across the board. they're dealing with unanticipated health care prices, and when we harm workers, we harm our programs. high turnover leads to inconsistent staffing, constant training needed to develop across the systems of care.
vacant staffing leads to really high caseloads, inconsistent staffing, turning over housing and as a result, contracts go underspent, and contract objectives are going unmet, and we are not making the progress that we could be making on these intersecting crises. finally, wage inequities are hurting the people we serve. as a result of high turnovers, high vacancies, and changing relationships, there's reduced safety and trust, there's reduced access to service and service linkages. people are getting stuck in programs, and when people get stuck in programs, that means that other people can't get in, and there's no flow through the system. so we have a real opportunity today to make meaningful progress on these issues, and i'm going to hand it over to my colleague, lauren, to take it
from here. >> thank you, and thank you for getting the slides. hello. greetings. so nice to see you all, and i really want to appreciate the board of supervisors and chair ronen for hosting this hearing and our partners, especially from h.s.h., who i work most directly with around the work that they've done in partnership around these issues and hopefully get us to where we need to be. i'm the cochair of the housing provider network and i want to go to the next slide on wage, equity, and parity. i think laura did a wonderful job presenting from the controller's perspective as workers are trying to support their own life in the city with wages as low as $14 or $16 an
hour. there are comparable jobs that the city will hire for, where the wages can be up to double that wage. so i think an example is in supportive housing. we have entry level case managers coming in that can make between $20 and $25 an hour in an entry level setting paid for by h.s.h. can get over $30 an hour for that same job, so there's a real incentive for folks to move to city positions, and unfortunately, we as a nonprofit sector need to be able to staff these buildings across the portfolio. so i really want to call out that we appreciate this look at kind of the increase of wages, but when you're starting at such a low target, it's hard to catch up and compete. so what we are focused on in our efforts to articulate the
wage issues, we really took a look across all of our organizations and saw that not only everyone was underpaid, but there was quite a bit of parity across organizations, so we worked with the corporations fof public housing, with h.s.h., to just take a snapshot, and that is why we had come forward with a budget request to try to get wages to a standard place, starting with, like, $22 for a desk clerk as we were seeing some paid as low as $17. even at $22 an hour, the amount of work that we're asking our staff to do is incredible. we were saying, we're already this far down. how can we take a step up? maybe 23 for a janitor, 28 for a case manager, but we're looking at this with a scarcity
lens, and in a city with so many resources, we need to bring this forward as to how we can get these people to stay in the position to help those in the homeless and mental health sectors. prior to the pandemic, if we're calling it post pandemic now, these jobs are still difficult now. i have an overnight desk clerk here featured. her name is janay. she works midnight to 8:00. she comes every day. she's the only staff person on-site. if the paramedics come, if any of those things are needed, you can see in her testimony that recently one of our tenants fell down the stairs. she happened to see that on the
camera. she was the first one who rushed to his aid. she got the paramedics on-site, she got the tenant to safety, and she's doing this at a starting wage of $19 an hour, so these people are the backbone of our system for caring for homeless individuals in san francisco. i want to add here, while i'll just share, i can't speak directly for my staff. many of them obviously are at work now, but i just want to share the words of craig, who's been a long time tenant in supportive housing. maintenance and staff are the first line of contact.
he can see the sight and smell the smell of the memory of the first time he found someone deceased in a building. we're dealing with trying to end homelessness while staff are dealing with the same thing in their lives so that's a struggle of our system. glenda, she started with us as a desk clerk. as she notes, being a desk clerk, you're not just the person that lets people in. you're the therapist, the auntie, you're the person that's there the moment that people need to talk to you. she commuted from sacramento, and it's become very difficult. she has her own children, her family to support. again, trying to emphasize, 80% of my staff are bipoc. an incredible amount have
experiences with homelessness, and paying them a wage that leave them next to homelessness is unacceptable. this is gerald. since he's joined us, he's gotten married, had two kids. he's had to move out of the county to be able to support that family. he's been able to move from a janitor to a maintenance worker to now a maintenance supervisor. as he notes, he does not want to leave his job, but if he can't afford it, he's going to have to leave. i think all will people in the housing provider network can tell the same story. they say, i love my job, i love what d.i.s.h. does. i love this work, but i need to
take a job in oakland. i need to go take a job with a city because i cannot afford these wages. these are people who worry about the homeless day after day when they're in their own situation. i think we have a unique situation with so much resources and commitment on the part of the mayor, the board of supervisors, our city department leaders to really have an impact. so i'm going to turn this over to my colleague, cheryl lynn, but i wanted to shed some light on the issues that we're dealing with, and i think as a city, we can certainly do better, so thank you. >> good afternoon, chair ronen and committee members. i'm cheryl lynn with larkin street services and cochair of the committee network. i'm going to continue this theme for a minute to talk
about the folks that do this work. the reason this is so important is because this work is so relational. everything about what we do is connecting to human beings to help address homelessness, behavioral health issues, and if our staff are turning over or don't have adequate training, they can't do that work in the same way. and, like, through the, like, incredible 2.5 years, they showed up like so many folks in the city did to do this work, and it's really important that you meet them who work in our organizations. this person who comes from concord is one of the first people someone meets.
kenyon, he has a family, he lives in richmond. he talks about how, like, he's just making it every single month. waits for his tax rebate to make sure he can make it the next year. he is an incredible human. many of the folks have met him at h.s.h. and beyond. he has worked for us, started as a case manager and moved his way up to associate director, and he's trying to raise a family, and he wants to stay in the work, but it gets harder and harder and harder. next slide and marnie. marnie also came to us, program manager for a couple of programs, and she wants -- lives -- has lived in san francisco most of her life. wants to retire in san francisco but doesn't know if
she can do that if she stays in this work. we have incredible staff across all our organizations, and these are the kinds of i think commitment they have as well as the kinds of sacrifices they make, and i think the most poignant thing, the irony that's not lost on me is we make sure that our youth can climb out of poverty and continue to live here, but our staff are not going to have that same opportunity. next slide. so now, i'm going to switch to a little bit, like, what do we want to do and what can we do? you've heard a lot of this, so i'm not going to go through each of these pieces. we are so grateful for the controller's work and so grateful for the work that h.s.h. and m.p.h. has been doing. when we have to make untenable
choices about how we spread those two thin dollars to address a problem that has been going on, we do stuff, but it's just not consistent enough or good enough. as larkin street, my -- at larkin street, my biggest expense after rent and wages is food. young people eat a lot. i think you might have them. food is a really big deal, and food is really costly, and it's just going up. so in order to meet these pressures, we need on going annual adjustments. we need to dig ourselves out of this hole a little bit and continue to fund multiyear wage increases. we need to be able to do that quickly. we were on a call today, and another executive director said there's such urgency. i have 30 positions out of 160 open.
if we can't do something soon, we won't be here. that's how urgent this issue is, and why we are grateful for this time. next slide. we are also -- want to highlight the positive steps. we've heard this, but we also want to acknowledge what has been happening, the 5.25% in the mayor's budget, and the dollars for child care workers. we are grateful, and that's great. we need to build on that, and i know that's here today, but we need to give credit for efforts today and past efforts, as well, so i think i turn it over to -- oh, i have one more? okay. i have one more slide. no, i think this is you, but i'll take it. all right. i think i just said all of this, right? we need movement forward. we need sustainable
investments. we need to do that across all public contracts, that sort of funding stream, if you will. i can't increase all the funding for my case managers and not on my d.p.h. or dcyf contracts. we need a cost of doing business that helps increase our basic health and safety, and we need to fill in -- in the budget gap, so this, i think, has been covered a lot, and i'm going to have joe do the second half of it. thanks. >> i thank everyone for taking the time to hear us on this. i think there's the last slide that really tries to capture what's at stake for us, and several points here. i'm joe wilson, executive
director of hospitality house and the cochair of hespa, the housing emergency services provider association. our workers continue to make poverty wages. our buildings are crumbling from decades of underinvestment, and at multiple points in our homeless response system, we have created these self-contained ecosystems of despair and broken dreams. the lack of action at the system level has stalled meaningful progress on the city's mental health crises, and that, among other things, erodes public confidence that we can actually solve these problems. we have an opportunity to think about investing in a stable workforce and to build stable
systems to live workers and the people they serve permanently out of poverty. high costs of underspending have real costs. they have economic costs, they have costs to public confidence, and costs to our own values, and i think to this last, i wanted to speak directly to the committee members personally. i mean, each of you on this committee bring a legacy of personal struggle. you bring a legacy of community work. in a couple of cases, spanning decades. you answered a call to public service to do something about something else that was wrong. you have seen that. you have seen the costs of oppression in our midst. this moment compels us to act.
we know from experience that budgeting is not only about values, it's about making choices. choices have consequences, and as we've seen in recent months, and frankly, over decades of our work, consequences have faces and names. so i want you to make sure that you are honoring your own commitment to this struggle. we see this same story across multiple systems. you know, the injustice that happens every day in our education system, the injustice that happens every day in our economic system, the injustice that happens every day in our criminal justice system, the injustice that happens every day in our banking system, the injustice that happens every day now in our human services
system. we can do something about that. we can act boldly in this moment. we have the opportunity to do that, and we can no longer be discouraged about how much it costs because the other question is how much it costs compared to what? we are responsible for making sure that everyone that relies on us feels that they are not only appreciated but they are recognized and values for the work that they do, and i can tell you that in so many instances, people don't feel appreciated. they feel abandoned. we can no longer allow that to be true. the crisis is now, the opportunity is now, the time to act is now. thank you. >> chair ronen: thank you. thank you so much to all for of you for that really thoughtful presentation. i also want to thank my four
colleagues for indulging this little bit longer than normal hearing, but it felt like the issue deserved and needed the attention today, so i just really appreciate you all. i have a few questions, but i want to give an opportunity to committee members to ask any questions first? supervisor walton. [please stand by]
we can't pretend as lauren pointed out.we're playing catch-up for decades so we're going to have to do something about answering that equity question. and equity means those who have beenoverrepresented in the problem , overrepresented in the solution if we only run as fast as everybody else we never catch up.
so the idea is todo more now because we have the opportunity to . >> do the basic h sh, just out ofcuriosity . i don't get withthe answer to this question is . i'm in the nonprofit world, every once in a while we do something like submit an rfp . different amounts over a three-year period and of course the apartment would give us the funding and flat rate forall three years or two years why do we do that again ? i can remember theanswers i would get year in year out . >> deputy director of hs h. president waltoncan you restate your question ? >> every once in a while we would write rfp's and say the
funding was over three years we would submit a rfp for the budget and had announced that increase year after year regardless we would only do that at a flat ratefor all three years. why do we do that ? >> thank you for restating that. i understand now. at least in our department and i'm sure it's true across the city we budget for the approved adopted budget in front of us. as you heard in the controller's recommendations like many of our for-profit vendors when we negotiate those contracts those have bills and escalators, are nonprofit contracts do not so as the controller report says your after year we wanted to be adopted and then beable to increase those contracts . we are not able to budget and contracts formore money than we have .
>> diet. thank you. >> thank you, supervisor mar. >> thank you chair ronen. i just wanted to thank all the community advocates and providers at hsn and the other groups. that's been incredibly critical in our city for our vulnerable populations but also for your advocacy around ensuring that your workforce and frontline workers are really supported in the work they should be and need to be. as somebody that also comes from many years of work in the community and is a former executive director i know how challenging it is to stay these organizations and programs and support the workers that are providing all the services and i can also see how this is
thrown to sort of a crisis level right now the nonprofit field and especially for all the nonprofits that the city relies on so much that i think that apartments were working on this and all of you i know there's been a multi-year process. we did some minimum compensation ordinance and there's a business every year that is a struggle so i appreciate the moment that we're in right now. to really address these critically important issues for our city and our communities in a morecomprehensive and sustainable way so that you . >> supervisor. >> just want to go back to one of the points of the presentation on wage equity. in supportive housing. i see in the presentation discussion around setting a floor for the supported housing
and case managers saw the allocation.we had this conversation in budget a couple weeks ago about the reserve amount and a discussion about the reserve announced being there and having a discussion in the future around wagesfor those frontline staff . but i think it would be helpful and i want to highlight this as we move into next week when you haveto come and present your budget . we really need to see a way forward as well for maintenance janitors, desk clerks. we need to know that front because the answer that we need until september or august to get that information, setting a way forward is doable and you should be to do that in a timely manner and if there's a need for just about less conversation as we go forward but if you've done it for case
managers i think you should do it for frontline staff to part of the reason why is philosophy particularly in the lacey building a local are building their budgets now they need to take that adjustment and outreach now it's not if you still in a position so i could just hear alittle in response . from misspelling that would be. >> deputy directorcolin, sorry . >> gigi whitley,director of finance . i'm not quite sure what you're referring to in terms of next week budget. preparing for you all are going to be building your letter to the committee. we're going to have a conversation aboutinjury budget. >> yes . >> while looking for is as you have approached the case managers this is our way
forward. we're going from staff and bill that isyour budget . we have kind of a local sign some set aside for these workers. i would like to see the same thing done for those frontline workers i went to see a wage for your janitors, your desk clerks or your maintenance staff in the same manner.that would behelpful . >> happy to provide. we have scenarios we presented as part of our budget mco analysis of ranges and we can share that with youroffice . >> begreat, thank you so much . i don't have anything. >> a similar question for doctor cummings. i know that different from hsh that you find the nonprofit organizations for certain but i'm wondering how then you would even go about approaching
dealing with low-wage and equity issues and nonprofits. >> thanks to that question. i do think it has different implications for how we go about solving withimportant challenges . i'm very much looking forward toworking with the controller on this particular issue . i you want to say that what i did mention in the presentation is some of the i would describe as more silos or piecemeal approaches that we have been able totake . including renegotiating with at times individual providers but also more sector-based approaches for example in our currently in intensive care management we are attempting to raise some of those certain service rates for unit of
services and we'vealso raise rates over time . and some of our more intensive services including our subcu services,awarding care services . nonetheless we know that they similar to what you're hearing from the housing sector that they have not kept pace with inflationary pressures. have not kept pace with local conditions around housing andi costs . >> how do you determine the fee-for-service ? so it's just the negotiation back and forth in nonprofit? is based on medical rates? >> today they've been based on negotiated rates but attempting to workcollaboratively with a counselor provider cost .
and attempting to meet was providers do come to us with their cost structures and then to engage in hopefully what feels like acollaborative negotiation . today , there has not been medicated or medical rates setting. this is one of by large, there's exceptions but this is one of the innovations that will come with cal. >> i'm wondering if similar to what supervisor safai requested of hsh if you could sort of translate what the fee for service means in terms of base wages for the different positions in the nonprofits, especially the ones where service is similar and the
supportive housing world like case managers. is there a crossfor nonprofits that we contract with ? is there a standard wage for casemanagers in nonprofits ? i know that's the work heather's doing but it would be nice to have someof that information for the budget hearing . >> i know the work is actively in process and there's no one's and complexity that we want to have in the synthetic and standardized way to be able to share that with you and others in order to understand what it will take to solve this issue, these issues and meaningful ways. >> would be helpful. as much as we can to have some preview of that work next week during dph hearing. and then also in our committee
of the whole next week on the resource center and baker, because from what were hearing from the nonprofits today i worry that that's the first of many so we want to get ahead in this issue we're not doing emergency 11 hour no-bid contracts. we completely concur. >> thank you. >> i just want to see. and then so i do appreciate that hsh has reflected some movement in this area with particular amountsthe board can respond to . it's harder to do that with dph because of the fee for service so we want to be able to do the same there.
and as i said and i'm absolutely because of the scale of this issue and the fact that we have been passing the buck for so long on it, i agree completelywith the controller this is not something we can fix in one year . but to have an overall strategy in place and a vision of where we want to go is i think so t to finally solving this and i appreciate the providers for giving us a glimpse of their workforce because i don't think we fully appreciate the fact that so many of the people that provide this seating at services to our city were utilizing for our utilizing as taking at servicesat the same time . and that part of the way of
escaping homelessness part of the way of reclaiming one's life and finding purpose and getting healthy and clean is having a job that you love where you feelrespected and purpose . and that is part of the strategy of our city of fixing homelessness and substance abuse addiction and if we aren't paying people for so that they feel that appreciation and they feel their incredible usefulness is recognized and is compensated appropriately, then we're missing a whole strategy to have this for all major crisis that we see everysingle day of our lives . so i think that was really effective and helpful and i appreciate you forthat . and with that, this is just the
beginning of this conversation and not just the beginning of this conversation for my long-term vision beginning of this conversation for this budget year. i am unhappy with the amount of money that came with the mayor budget for this purpose. i'm appreciative that there was a start. it's not going to be enough for this budgetchair and probably for this to me . so we're going to continue to have this conversation over the next 2 weeks. and then for thenext few years until we get this right . thank you so much and with that we will open this item up for public comment. >> members ofthe public who wish to speak on thisitem and are joining us to lineup now
along the curtains to your right . for those listening remotely , please call 415-655-0001 and the meeting id is 2481 542 4313. then pounded outagain. once connected you the press star every . for those already in due until the systemindicates you have been under that will be your . i could have the first speaker step up and i'll start minutes. >> minus with tenderloin housing clinic. i want tosay we are grateful for the mayor's proposed investments forfrontline workers and permanent supportive housing . we appreciate the board hearing this today . i appreciate thecomments and requests to set wage rates for property management staff now and not september. i think that's really important . the frontline workers many of whom are here today and i appreciate and am happy they are going to share their
stories thatwe cannot forget our property managers . when we increase our case managers is $28 our which we should they would be making more than managers in our organization and that of course as you can understand would be problematic . we have many managersstarting at a rate of 50,000 . so we also need to make sure that is included. wage investments must be increased for staff regardless of thefunding source . we have desk clerks, case managers and positions funded by other sources outside ofhsa including a provision . we need to make sure those contracts are included. and as you can see by the stories you heard past experience is undervalued with the current pay rate we've been working multiple jobs, commuting from long distances not able to afford daily expenses . the work is challenging. staff are responding tocrisis 24 seven 365 days a year . our property managers are
responding to calls24 seven . staff shouldn't have to work a second job. they need the ability to take a break to prevent burnout. and again i'm happy to have several here to share their stories on the impact of low wages . >> canada for yourcomments, your . >> beverly upton, i'm so happy to the executive director of the sanfrancisco mysticviolence consortium . it's good to see everybody . i want to spend my colleagues from the human services network for really painting a very accuratepicture . you can imagine that domestic violence shelters did what you heardtoday . has continued to show up, risked their lives, keep the shoulders open. and still experience butcan't which was his entire year . it's so very important.
you can imagine all the issues you heard here today. homelessness is also a byproduct of domestic violence. plays very heavily in people's decision to leave home with their children , to stay safe. the review raises the staff have been possible through the cities trackingprocess . of course we are grateful to the mayor for the 5.25 we increase the more he the doors open. the legal programs is very open to higher. you heard about 20 or 30 percent vacancy rates. using that as well and as people don't the shadowsas hopefully we're seeing some changes , are not going to be able to meet the needs to do child custody, divorces, restraining orders.
and we're so concerned about our ability to continue to deliver the services we delivered for a generation for sanfrancisco so that you all . i hope for the best forward to the rest of the summary. >> thank you for your comments. next speaker please. >>. >> speaker: my name is sampson minella and i want to thank you for finally addressing this issue that has been a long time coming. with this budget. goes on for years because this is an extremely important issue for our nonprofitworkers . university stories and i think is very important to really listen to the full spectrum out here to help our community members struggling especially ones with struggling industries tell astory . when covid first and we didn't
know what to anticipate. we all met up hospitality and everybody, there was no one to refuse to continue to keepour doors open . continue to keep our doors open to our community members not be left out in the cold and to continue to help themthrough this pandemic . even if it require them to commute literally four or five hours sometimes. weactually have a story . you heard many stories from sherilyn and from the mary kay and from a joe. please take that to heart.we have one stories to share from one ofour workers . his name is wayne, and he's inspired me as a coworker. he's been there working for over 10 years and he can use
all the way from stockton. stocktoncalifornia, can you believe how long that takes , how many hours it takes just for the commute alone and he does it because he believes in the work like many of the workers and all the stories you for what they believe in the work and i think it's about time we dosomething to let them drive . let them be able to support theirfamilies . so thank you and please continue this discussion. >> you so much foryour comments. next speaker . >>. >> speaker: my name is jamie langeand i worked on his family services. the housing problem solver and outreach specialist . the family coordinated entry. i serve thecommunity i live in district 6 . ihave knowledge and experience learningcollege . i lived on the street for 10 years . i've navigated a social system
on my own struggling with my on sol and substance abuse. my experience is so critical to serving the people i feast are suffering i do the job people are scared to do. i went from shelter to shelter to permit supportive housing and market rate housing with my partner. we'relucky to have two we can barely afford . next month our rent is $400 our lease is over. i have no idea on what they were a paycheck to paycheck. one medical procedure forlosing everything .one party to a from becoming onclients . my name is jamie and i'm a frontlineworker . no, i ama social worker . it's easy to confuse the two doctors and nursesi serve next to our line workers . they are the heroes they are making a living wage while i am nearly essential. less than aliving wage in the
city where an ever inflating costs a .we don't just flyin and clock out . we sit and listen to our clients we wear many hats a cost to ourselves. it's worth it to invest in our communities support our support workers thank you . >> thank you for your comments. next speaker please. >> my name is helena, i'm in hr manager for tenderloin housing and i am oversee performance for our organization. i want to start off by saying we fully support the proposal that you have given increase wages for front-line workers they have been a very long time and i'm so excited will only be getting the increases that they deserve for a while now. however i am worried that the increases that we so desperately need now will be delayed i'm worried we won't get increases for other positionsthat so desperately needed .
we currently have 54 open positions at our organization so this makes up about 15 percent of our workforce. thisincludes 13 : case management positions, allowing gender positions a majority of which have been open for several months now.the position is vital in making ou organization operates in its full capacity . because of this extreme understaffing are buildings thattenants have supper and continue to suffer because they are not getting the services the . when recruiting for the physicians we're barely getting any resumes and when we do both applicants are not okay with heres. so this is not just for entry-level positions, this is for management level positions aswell . with all these positions we are struggling toright now and we pay increases as soon as possible . we get these pay increases july 1 and will take time with these
new pay raises to hire onboard these new employees . we will be seemed recent staff formonths . any delay will be very detrimental . so supervisors financing we cannot all of these increases get increases to other non-entry-level positions that are needed as well. we cannot hire without them th organization will continue to . >> thank you for your comments next speaker please . >> speaker: i work alongside tenderloin housing clinic with my colleague olivia,, and we have other employees here as well. i'm a human resourcesmanager of operations and employment one housing funding for 16 years now . so i'm here to speak with you guys about the feedback that i get from our employeesleave the agency .
of course when employees first start working thereexciting. there they like themission. they love the vision of what thc provides to ourclients and to the homeless population . on the first day excited . i want to be a part of this wonderful agency . but over time a lot of our new employees and are longtime employees when doing exit interviews which is optional and employees want to share with us their reason for their grievance and itscourse to lack ofsupport , lack of staffing , lack of pay. that's always a reason why they're leaving. they always respondi'm going to another job, another agency that pays more . and because of this issue we're finding that a lot of our current staff who want to stay are burned out. they are stressed out so they say and not feeling like
they're receiving the proper trainingfrom management staff has only aset . we have no managers . no one in leadership because of the rate of pay. course during the time of the pandemic we are essential so we showed up for work because of that, the challenges of being understaffedand underpaid , it played a factor to our buildings. to our other staff and also to our clients. so that's all i have to say. thank you. >> thank you foryour comments, next speaker please . >> speaker: my name is sally victoria. i work for a housing clinic for 17 years. i'm a supportivehousing manager . one of the last ones to stay. it's a huge turnaround.
our manager requires me to fill in the property managed that i managed has been going through staff shortages for more than a year now. i have to fill in where needed such as covering the front desk and the lobby, thekitchen and at times throwingtrash. i have also have to throw garbage. i mustkeep up with safety procedures, deadlines, vacancies ,outreach , rental payments, meetings. i did go on and on about my duties . this time have pulled to full-time desk clerks outside . what i am noticing is it's hard to keep desk clerks in salary. often we have to work two jobs to make ends meet which leads to area i live way in pittsburgh so i probably every day with three children and all that. we also don't live close to
work, a lot of people don't and wecan't afford to live there . i have not been years and 15, 20 years i want to live here. it is important our wages match allthe work we do . >> thanks for your comments. next speaker please. >> chairwoman ronen, thank you for opening up the space for this discussion. my name is kent luker, and seniorassociate director property management at tec . i work for thc for sevenyears . before that i also lived in tenderloin andsro . from 2002 to 2012. so for 10 years. so is about 20 years and looked into the area and went my father started the first sro in the tenderloin and i spent a
lot of time there as a child so my father was a champion of the people who live in the tenderloin and he always thought for recognition for the workers who serve the people o the tenderloin . if he were alive today he would be supporting that paid all workers fair wages. in my role asassociate director i stepped in when my property manager is absent . so not only do i have to do my job but i have to do the job of my manager and often times i have to do the jobs of the janitors and desk clerks who may not be present. so we're all front-line worker . i have a coworker as associate director who has two buildings at these coloring with no manager one of which a physician has been open for a year. because thesalaries too low . and we continue to lose front-line workers every day
which means we have to do their job to keep the building running. imagine being on this committee meeting and having to stop it to go clean the restroom or to man thesecurity metal detector . i've covered thefront desk . i've called trash. the director of property management recently pulled trash in a building. so i feel like i'm between a rock and a hard place and i worry. >> time. >> thank you, please give us their wages. >> thank you for your comments. next speaker please. >> i'm one of the janitors and as my colleagues say it's hard to retain the managers we do have . i work as hard and i'm working between two buildings right now. right now i only have 30 minutes to finish off the job i have to do and we're losing
janitors because when i cameon board i was excited . i lived in fillmore and ended up moving into one of the sros. i love all my coworkers. i loveeveryone i work with . but i'm not too much of a speaker and everything but it's kind of hard dealing with the stress and the depths. i was one of my coworkers earlier this year marks the first coming in to helpme with is kind of like disturbing . when we come here to ask for more money and try to get something is hard for the grandkids let alone a dog and his heart to deal with someone else when you're trying to buy food stamps to make ends meet but i hope you can hear our thoughts and it was beautiful what he said to. we have a lot of nonprofits and i've been noticing a lotof new companies coming in . where mostrecognized as the
underpaid in the tenderloin . i see every day. i stop myself with syringes and have to go tothe hospital today and doctor bill . it's really beneficial to have a choice to come together and help with what's going on down there. thank you and i appreciate you guys for listening and after the rest of the day. >> thanks so much. next speaker please. >> i'm a clinical case manager for tenderloin housing clinic. i've worked with them for about six years and was president of the tenderloin for about 13 years.being a resident in the tenderloinreally ends this line of work coming from the counseling field . staff member for six years i've seen the struggles that myself, case managers, janitors, maintenance and desk clerks
face. while the work we do we go into it because it's rewarding we want to help this community but it is hard work can bedangerous work . about five years ago i had one of myclients threatened to kill me . he had stabbed one of my other clients and so was elected and tried to take it out on me so i was immediately transferred from the mission to the tenderloin. and i'm not the only one. this happens to some of our other coworkers to. we our lives online every day for the work we do and being understaffed can impact not only the quality we can get our clients for our safety as well. we also not only is it violence, we get physically assaulted every day. we come acrossneedles, other kinds of abuse every day . again, we do it because our hearts are there and want to help this community that we
don't feel supported by the city . when i can barely pay my bills and my coworkers who have children and to make 2 hour commute. i'm glad, i really appreciate you guysare talking about it now and putting numbers out because we need help . the letter of support that we get the better able we are to support ourcommunity and the better to support san francisco so thank you . >>thank you for your comments . >> good afternoon, thank you for allowing me. ... [applause] >> next speaker please. >> speaker: my name is andrea blackman, a casemanager with tenderloin housing clinic . i appreciate the city is
discussing a bigger wage, we need a substantial wage and our union has been organizing and preparing to strike for five dollars across the board for all our workers. all our workers in supportive housing includes our desk clerks, janitors, maintenance workers, representativepayees in my department of case managers . we all need and deserve this race. we work as a team and all of us have worked throughout this entire pandemic serving san francisco's lewis population . we workers value ourselves. we value what we do however we continue to be undervalued by leadership and our stakeholders. currently we represent the working class for .we are the people with jobs where the people who work full-time and still can't afford basic necessities and are left without theability to provide for our children . i'm embarrassed to stand before you and i barely take home $2000 a month in the city where
i was born and raisedand work full-time . the workers have been pushing for five dollars across the board because we know the normal three percent raise is not enough. personally i know even five dollars an hour is still not enough to start in the right direction. a five dollar anhour raise is the best way to honor us, our work and contributions . iq for your time. >>you very much for your comments . next speaker please. >> good afternoon board members. sarah short, where a dormant permanent supportive housing producer . and i am really inspired by all the folks we've just heard and those are the stories i hear in my workplace as well that i wanted to tell you about but i want to knowledge that people
are doing amazing work for the community with very little compensation and yet they keep goingbecause their heart is in it . don't do they deserve more ? so what i came here to say was that there's no excuse for staff whose job it is to comfort and help stabilize the lives of orallyhomeless to the homeless themselves . that right there. yet we have in our field. and at home rise we had a case manager i happen to know about who was living in the shelter at the time they were coming t work and supporting orally homeless residents . there are many more i'm sure you are either on the brink of or perhaps wasthemselves because of this wage in equity . it's just shameful. there's also no excuse for a formerly homeless person with trauma history to come down the stairs looking for comfort when
their trigger and find that there's no one there. there case manager is on . it's again shameful. it's atravesty . really know or should a janitor have to commute two hours to come and clean up after people and really make the difference between sort of a shabby undignified environment and lovable place for people who had been on thestreets . i mean, the list goes on and on what you've heard other stories likethis to . it's also just. >> your time has elapsed. >> thank you. >> thank you foryour comments . being the last 10 persons. the chamber we do have 52 members of the public listening but 30 in the queue.
please unmute our first color. hello, we do hereyou . sounds like an unattended line perhaps we can come back to this one . >> speaker: supervisors, i work at market street services. thank you for providing a space to hear the story. our staff has decisions between childcare, their enduring long commutes and often working multiple jobs this is unsustainable and unjust . our front-line workers include outreach workers working on the streets and counselors in our drop-in centers and residential counselors withovernight shifts
in our shelters and housing programs . we await for a 22 hours or more to sustain the workers in addition to work trying to do to increase case management ways. we know unsustainable wages result in burnout,turnover and vacancies . we know from the youngpeople we serve at this matters . this work is relational . they have consistent access to what they needtheir progress is impeded . they get stuck and we can't deliver on our mission. these workers are the backbone of the homelessresponse system andwe will progress if we can enough . iq . >> thanks for your comments. next speaker please. >> speaker: good afternoon chair and committee members. every vendor, policy associate . on behalf of the organization and a network of local
providers i urge you to reinstate the cost increase as well as to set aside for small nonprofit reaches in the final budget. harm reduction and health service providers have undeniably been the front line throughout thepandemic and staff has borne the brunt of trauma . despite aninability to refer people to shelter for over two years , why have staff done whatever they can and have expanded our service delivery. but and an adequate contract, unstable wages lead to staff burnout and turnover that can in turn impacts clients and inspire a lack of consistency. many staff cannot afford to live in the city or even nearby cities as they hear from other organizations today. there needs to be equity across the system between city nonprofit workers and nonprofits as far as the funding source.
this is a matter of racial justice to as many of our front-line staff are people of color and many are homeless. undervaluing derelict experience exacerbates the racial racial income and wealt . if the city truly wants to end homelessness we recommend you ensure the workerscan deliver that process are treated with getting the respect theydeserve . that they can afford to live in the bay area and remain in their jobs . >> thank you ellie for your comments . next caller please.>> this is stephanie morganwith mercy housing . and so as youknow , we have if you didn't already know we have dynamic and dedicated staff and nonprofits who continue to work through the pandemic and beyond. the workload has increased. acuity rates have increased. mental health violence on-site
have increased. property damages have increased. enduring water intrusions and fires. and cost and services. there's so many other increases and challenges. yet pay and funding does not meet this increase in challenges. essential or front-line workers are often low-wage workers and indigenous and people of color. and on one end they work diligently to reduce homelessness and keep people house . yet on the other end they may risk homelessness or of being unhoused themselves. these medical workers are our first responders, they have become ourfirst responders due
to reduction in the response time of our emergency services . so do we create another group of risk residence with the promise of a better day or do we truly reduce their risk of homelessness by increasing pay and equity? we can make a change now. not tomorrow after workers hav lost their house and work with their jobs . we can provide the hope we want to feel and be the change we want to see . >> thank you stephanie for you comments . let's unmute the next speaker. >> speaker: i am a public policy manager of supported housing in san francisco. in the wake of bringing equity into our workforce it's great to see this committee taking a look at the funding needs. speaking from my personal experience when engaging with
our residents we got to the pointwhere they expect more than what i have . i wholeheartedly believe that our ability to fully staff our sites with our renters is untrue. it's also true this cityoffers our residents as well as our housing operations staff . i am missing opportunities to bring our residents and civic engagement activities because their first question when they see me is always are you a serviceperson? we know black and brown subordinates of the workforce . they do this because they are passionate about supportinghis directly marginalized communities . their whole team has been impactedbut for the lives of our residents . requiring staff to not only meet their work expectations but making sure someone else can and does cause it comparatively.
[inaudible] they make the difficult decisionto leave our agency . therefore the lack of adequate funding for staff to fully trickle-down to the capacities that they have on diverse populations. residents can getthe support they need and truly deserve, thank you . >> thank you for your comments. next speaker please. >> speaker: i'm president of the tenderloin housing coalition so let's start here. that's what janitors make up the tenderloin housing clinic. the average wage at dhc from housing counselors to case managers to community organizers, theworkers that have been here a month to 20
years is $20 an hour . that is a poverty wage in san franciscoendorsed by the city . it need's the services we provide. it reminds us even if you gave a raise to match inflation this year or go no further you would simply be committing to paying a poverty wage. further races the floor without addressing wage conventions you insult longtime workers. we're asking for a fair wage for hard work and basic respec . we here year after year from our nonprofit and city leaders that we are appreciated by those words start to rain the hollow. therefore our assertion and hope for a better future thc workers voted overwhelmingly to authorize a strike hoping to wake up the city and nonprofits save the system as it is is not working. help us prevent a strike,
supervisors. we must pay a living wage are all front-line staff, not just one classification. if we get a big raise to case managers neglect the rest you misunderstand how the system operates at the detriment of everyone. you get five dollars an hour to all staffand it made a huge difference in our lives . make this permanent. this is a problem that we can actually solve . the well-being of our families attendance is in your hands. please be champions for usin this budget >> thank you so much for your comments . next speaker please . >> my name is albert, i'm actually a bilingual client advocate over at the bar association and francisco, justice and diversity center. i've been working in nonprofit for over 20 years in new york and it's really interesting to see that even now at a
bilingual client client advocate the bar where wage increases are still not as equal or the equity between us and other private industries. now i've dedicated my life to the nonprofit sector. i've had the pleasure of working with are now vice president harris and also with a wonderful barassociation and here's the thing . the passion is what drives the work but the passion does not equal the amount and salaryand hourly wages . i have been graciously offered a position with the city and i had to leave a place that i'm really passionately, really like in the part of working with such great and wonderful people and i hate leaving it just because i did get an offer with the city. as someone who is part of the grassroots, that whole
nonprofit from case manager to mentor to assistant manager to even being an interim executive director i can understand how difficult it is to go ahead and really pay employees off the city contracts and always having the turnover of like 3 to 5 year contracts. so i'm just glad to hear and i'm gladto participate, thank you . >> you so much for yourcomments . next speaker please. >> good afternoon chairman and members of the committee . my name is nicholas merrin and i'm an advocateat hospitality house . i'm urging the committee to invest in our nonprofit workforce to raise wages because of the disrespect we have to go through and put our lives through during the day.
i have bills. i have a child and i just want to give back so much to our community that they helped me so much with and i feel that with a raise it just gives us a better effort to help more people. it gives me the power to say hey, i'm inthis for the right reasons . i guess that's kind of it, thank you. >> thanks so much for your comments next speaker please . >> supervisors francisco dacosta. i've been listening to these budget hearings for the last 20 years. i would like i like in the situation to and enslave patient. with you for a supervisors who
are supposed to be the legislative branch listening to the people and yet conniving. how can so many workers who do the essential work, a part of it essential workers on the frontline work so hard? some of them have laid their life and yet they have to come before you year after year, year after year and plea and they for a measly breadcrumb. what type of peopleare you ? where is the empathy? you are sending mixed signals. some time ago some entity
nonprofit union member and person with home rights as a community organizer there's a running joke among support professionals the amount of rent in san francisco below market rate units is not even close the take-home pay of most of our colleagues let alone three times the amount. it creates, robbery with residences or because we actually on the same housing waitlist . the resources we gather to help low income residents alleviate poverty, on the same resources we share withcoworkers to help with our own individual family needs . employee retention issues nonprofit front-line workforce grace lost trust and erosion of connection. if you can't trust the person supporting you is going to be there from point a to point b your self-sufficiency goals and changes the dynamic of adult support and sense of dynamics of social residence and see the people who are supporting them are struggling with the same
conditions and inadequate resources that is disheartening and perpetuates cycles of homelessness. whether you get the cost-of-livingincreases or actual increases , the complications in federal state and local contract sources should never, at the expense o equitable wage allocations of san francisco workers no matter the jobsite or employees or residents . and results of the morning frontline is increasing the standard of living for all neighborhood communities. it's imperative the cityat the pump workforce that carries ou community interventions thank you for yourtime . >> thank you for your comments . next speaker please . >> my name is william ryland a 15 year resident of the city and grants editor for the bar association of san francisco. unlike the bank the
controller's office for conducting the nonprofit wage analysis before holding this hearing to bring light to the conversation. i like to thank the mayor for proposing a 5.2 percent increase in calories for nonprofit workers but i'm here to say it is not enough. three percent business increase each year have not kept up with the increased costs overall, not even close. our agency has maintained for more than 20 years.think about how much cost has goneup since the year 2000 . three percent annual contract increases are a pittance inthe face of skyrocketing actual costs . it is not enough. even as they are always inadequate the inconsistency prevents us from using them for salary increases. what if theincrease isn't honored next year ?how will he sustain the salary increases ? it is not enough the nonprofit industries observed the city has its most vulnerable. we need the level of our
baseline contract funding amounts with a one time was to catch up with the expense realities we face the 5.25 percent will not cut. the same time we must make cost of business more reliable and type amounts to the actual cost of the local cost of doing business. nonprofits cannot continue to operate in an austerity environment surrounded by enormous wealthdrive costs skyward while budget surpluses are inaccessible . >>thank you for your comments. next speaker please . >> speaker: she didn't go to them .oh. this is jennifer freeman box and i am calling from the coalition on homelessness. i want to thank thesupervisors for holding this hearing . i reallyappreciate thisissue . as we move forward with expanding our treatment systems , are homelesssystems, our prevention systems , we're
building a lot of opportunities for folks to exithomelessness . and it's incredibly important that we ensure that our system is paying folks good wage. that they feel respected. that we can remove the stress of severe poverty that they're bringing into astressful environment . we totally support the increase in wages for supportivehousing provider case management . and the reduced workload. we do have concern however that that is being paid for by taking money away from homeless people. so you're basically asking people who are worse off to support people who are at best a little slightly better off and this does not reflect progressivevalues.
it lacks integrity . it's pitting communities against each other and it means that for proxy with the misuse of front funds and reading those funds in order to pay for things that are not about ending homelessness, it is not fair to the voters who supported prop c and it doesn't get us as far down the line and ending homelessness. we've got to stop reading proxy to pay for other needs. these are important but it's not okay that homeless people payfor this. we've got plenty ofwealth in the city . you don't need that to happen . this is similar to care not cash where we were welfare recipients.it is not right. >> thanks for your comments. next speaker please. >> good afternoon chair and members of the committee.
my name is paul.and i'm operations manager of hospitality house and i'm here to advocate for our organizations maintenance staff. our executive director often says that he doesn't make it to work on aparticular day it's probably not going to be a problem . if our janitors didn't show up wehave a big problem . our janitors are very essential workers. they deal with emergency after emergency and cleanup. truly spectacular messes. working with our clients, they spends much of the pandemic covered from head to tell in ppe while disinfecting offices and public spaces. and they fixed stuff. they seem to be agency and city a ton of money. and in any case they truly deserve a fair wage .
maybe a littlebetter than a fairwage . thank you very much . >> thank you paul for your comments. next speaker please. >> my name is josi lopez. behavioral health organization funded to address health disparities in the chicano and in indigenous communities of san francisco and despite the tremendous mental health needs our communities are experiencing i find it difficult to meet these needs because of the wages we are able to provide. the wages are mental health clinicians, case managers and support workers receive our below-market rates resulting in low retention and recruitment rates and the primary reason we drive our staff to work for the city or private sector is the
high cost of living in san francisco and the need for higher salary opportunities whichare usually offered by city public and private sectors which we cannot afford . we believe strongly that individualsshould have the choice to stay in communities by receiving equitable wages . to continue to provide high-quality care to our essential services to these communities ifr needs more resources. we need the cost of doing business and we need wage investments for all frontline workers including looking at them directly in direct folks. thank you for this meeting and for the ongoing work. i'll conclude with a gentle reminder as this conversation continues for the foreseeable futurethe work needs to be done every day our staff and communities need us now . you . >> thank you for your comments. next speaker please. >> the line appears to be
unattended. maybe we can come back. >> good afternoon chair and committee members. i am program director from the richard: residents owned and operated by dolores street community services.i've been doing this work supporting our members for the last 12 years . during this time it has become clear to me that while this work at times can be very challenging the truth is that those who do are extremely dedicated, passionate and believe in the work that is being done.i have seen firsthand the value and impact our staff have been making a difference in the lives of those who are in severely it's based on my experience as a nonprofit worker and the share experiences i've had with others i would like to read the following points . nonprofit workers are the backbone of sanfrancisco's
homeless response system and housing programs . wage investments must befor all frontline workers regardless of funding sources . the city must support nonprofits to pay our workers on bay area living wage wants to see real progress toward the goal of ending homelessness. i urge everyone to think about the message we are sending as the city to those who give all of themselves to make sure quality services are being provided and who are trying their best to be a part of the solution for the many issues thatare being faced on a daily basis . thank you very much for your time and consideration on this matter . >> ice for your comments. next speaker please. >> good morning. >> hello speaker, we do here.
need defending due to the fact that i commute more daily two hours. i live in sacramento and i love my job. i started as a desk clerk and from there i moved up to assistant general manager . but now that i am in higher management i still struggle. i struggle to keep a roof over my children say. also living and taking care of mygrandmother . it comes to the point now where my son who is a special needs person can get a job. my daughter is with the state and now she has a part-time job so because of me not having enough money to essentially
take care of everything i need to take care of that they don' have to work , it's causing them to work. when i want nothing to do but focus and havefun in their life .it's hard to say that i don't want to end up leaving or getting anotherjob . but something has to give because it doesn't, it's going to cause me to have to either get another job for my grandmother come out of retirement . thank you. >> thank you glenda for your comments, next please. >> my name is antonio or manager for the center of the
bar associationof san francisco . taking off my mass. i'm working here in my office on mission street and san francisco. we serve every low income residents of san francisco with the board custody landlord tenant's issues. homelessness and i had the pleasure of managing the wonderful albert affiliate who testified earlier in this program today. albert is one of the four employees we have lost this year to sanfrancisco city employment . we simply have the same wages and cannot retain our employees when they are able to make literally twice as much working for the private sectorworking for the city . i'm here to reinforce the testimony of others highlighting the difficulties of making ends meet on a nonprofit salary in san francisco but also to highlight
how those low wages affects the lives of our staff andthe clients we serve . so when we cannot retain employees we are forced to train for a year or two and then do it again the next year. i spend as pro bono manager over half my time training and attempting to retain a new employee. the job i had previously as the supervising attorney was, had been vacant since march. i've been holding twoposts . it's not sustainable. we help and i ask that you strongly consider the least increase across the grantees and across positions. thank you very much. >> thank you for your comments, nextspeaker please .
>> speaker: my name is stephen and i'm a clinical case manager attenderloin housing clinic . to get this position i was required to have a masters in social work but after i received my bachelors in sociology i need to get my msw from uc berkeley willsocial welfare . i finally graduatedlast summer . i'm also an associate clinical social worker registeredto the board of behavioral sciences . i'm speaking here today because the wages in my job are too low and i shouldn't need a section 8 voucher to avoid paying rent. i don't like government assistance but it's the only way i can afford to live in san francisco . supported housing staff desperately needs a pay increase. the city is lucky to have such hard-working employees who help her sentences those homelessness from the issues you see on the line are unimaginable. i love my city. i've been here since 2001 and
started as a 17-year-old homeless teenager and san francisco services save mylife so i would love to stay in my current position long-term. my clients deservehaving someone with my credentials and experience . i hope the city ofsan francisco does the right thing . >> thank you for your comments, next speaker please . >> afternoon chair and members of theboard . on the program manager at the lowest streetcommunity services . our line workers are working with the most vulnerable in saving lives every day. all of the actions of their own health and their families well-being. our front-line workers especially after the pandemic have become heroes. yet they still have not been treated like heroes . our heroes are struggling to survive.
many of them have told multiple jobs for rent. many cannot live in the city andhave to commute long distances many are hurting out . many are getting sick. many are getting retraumatized because of the work they do and will low compensation they get. a significant increase in wages will allow our front-line workers and their families not only to survive but to also thrive. we cannot continue to just allow them tosurvive . they need to begin the recommendation they deserve. they need be treated with dignity and respect . >> thank you for your comments. nextspeaker please . >> good afternoon chair ronen and members of the budget
committee. underwriter of community hospitality house urging the budget committee to investin nonprofits . hospitality has tried his best to keep our salaries at high levels. the city and county of san francisco calls us essential workers but nonprofits every year at the budget are begging for money. during the beginning of the pandemic hospitality has decided to make our residents from the shelter and moving into a hotel prior to the hotel.a team the shelter came in on their day off to help us move residents to ac space. this is what hospitalityhouse bathroom looks like . and there courageous folks who have kept the doors open to serve our community we've been driving from fairfield and vallejo to show the community
that we are one. we are thankful for the mayor's investments but still nonprofits need resources to address the lowest paid workers and wage compensation. i will say that i've been lead on day was from mineworkers at hospitality house, those are the folks that are here every day with a smile on their face and willing to serve the community. thank you . >> you for your comments. we do have 37 members of the public listening tothis meeting with eight left . if you're part of the three you wish to provide, and you haven't done so already started three will get you in the line. next speaker please. >> hello supervisors. my name is carl kramer, san francisco livingwage coalition
. i wanted to point out something in the controller's report that i think is particularly important. operational challenges often delay the rollout of the cost of doing business funds which can delay wage increases for staff or reimbursement for nonprofits. so we been doing studies unkind of the allocations of both money for the mco wage increases and the cost of doing businessincrease . for this, what we found is with the cost of doing business increase that many times workers were not getting wage increases because the nonprofit organizations havenot received the cost of doing business in response . case in point, the mayor's office of homelessness and supported housing. jeff hamilton is a public affairs and the sunshine ordinance person for that
apartment said that they have not done the allocations to nonprofits for the cost of doing business funds for this fiscal year. and they also we found this as with other departments that their department did not keep track of what the mco allocations were for the last fiscal year. so this is a serious problem. the other issue is looking at what is in the mayor's budget right now. 70 million for 2 years and 40 million of that is to permanent supportive housing. that leaves 20 million for this upcoming fiscal year 20 million for the next school year. our calculations for just around a three percent wage increase for workers under $30 an hour wasalmost 17 million .
>> sorry to cut anybody off but you so much for your comments. next speaker please. >> good afternoon supervisors i want to thank you for pulling these hearings and the opportunity to behere with you . i am inspired by everyone who spoketoday . my staff and patient is nicer. my name is mitzi bennett, director of housing programs for the horse a community services serving the mission district . i'm also a number of tesla. end of the pandemic has harmed the dolores street community deeply. while there's plenty ofrhetoric about how we're all in this together , clearly we are not on the same boat as the dolores street community services.the struggle is real. nonprofit workers are the
backbone of san francisco homeless response system are nonprofit workers are mostly black and brown folks on the frontline as essential workers in low-wage service goals with greater exposure to covid and vicarious trauma. workers do not have knowledge of working from home in the community services suffered one of the largest outbreaks in san francisco and our front-line staff continue to do lifesaving work every day to crisis 24 seven 365 days a year people are now having to choose whether to come to work over high prices and gas, transportation and food. these low wages make this work unsustainable. his resulting inabilityto hire staff who are committed to do this work . i'm passionate about racial equity andwe need to discuss the underfunded contracts of a
decade . supervisors, your action is needed today to empower brown workers by raising wages for the wealthy. let's show our nonprofit workers we care that theymatter . we may a living wage if we want tosee living progress . >> sorry to cut you off but thank youso much for your comments . next speaker please . >> that sounds like ... please on. >> speaker: by everyone. my nameis margaret and i work at the development center . i first want to say for everyone to hear their stories as supervisor as others said nonprofit workers on the backbone of the system which
includes all staff from our case managers to our desk clerks.part of the mission is to enhance the quality of life for all residents and how can we do that internally? it's not enough and unsustainable wages have made. current staff need to leave for higher-paying jobs in the industry. but that shortage works with high quality at a preserve. pay our workers a living wage, thankyou for your time .>> thank you foryour comments next speaker please . >>. >> speaker: on director of the dolores shoulder program for community services . we are membersof the nsa p.m. and i'd like to thank you for
this space . my staff do lifesaving work responding to crisis 24 seven 365 year underfunded contract low-wage work makes it unsustainable resulting in vacant positions and inability to hire staff who are related to our work. i have staff working two jobs to be able to support themselves renting outside of san francisco. the shoulder program and our own children in the missions but due to amazing staff are dedicated workers are getting paid minimum wage. when covid something we need to relocate. they is at 7 am on july 1 2020. with three staff on site. prior to covid our staff have sacrificedtheir health . we see the city from a lawsuit. we freed the city from leasing satellite new york city. because we care about we bring
in these positions.most of our staff,a lot of them have been homeless on the verge of homelessness . i have a staff member writing bars to be able to see before their shift. it's not okay. it's not okay and you guys everybody hereknows is not okay .we can't turn a blind eye to these situations anymore. knowing this is going on we can fix it. we'resmart as hell. this is san francisco. we are leaders. let's the leaders in this . >> thank you for your for your comments. next speaker please. >> speaker: hi. can you hear me? >> yes we can, please begin. >> speaker: onall right desk
clerk at the reni .i'm more than that, if frontline is on the battlefield working in the tenderloin. money is very tight and i'm the only one for my family. this job is not for the week. under and overworked and to work i have to get the truck, taken to a bart station is very scary not the last my son to remain work and at times it can be seven dollars in gas, sometimes 554 i have to say $40 a night which is from, you do the math. from 5 to 200 times four is 800 and i can't afford that. i truly. but you still have to get to work. you still have to do your tenants.
after that you can drive to work but there's broken windows. there's part of there's accidents due to dui drivers. again, it's just not worth it but you still show up for the tenants. we work hard and try to keep them safe but the dealers this and have lost five things in fourmonths . it's hard unless mentally. we have to deal with racial slurs but we still showup . we found tenants dead and you still have to show up. this job is not forthe week . you have to have seen there's people that make $18 to buy food at mcdonald's yet our job is harder anddemands so more still . i've worked with sfp and san francisco fire department i work so many jobs on myself.
>> thank you for your comments butwe are limiting each speaker to two minutes . next speaker please. >> hello. thank you very much for holding this earring i also want to thank the bravery of so many people who spoke about their stories . my name is jenny perlman. i'm here from safe and sound presenting the family resource alliance is the citywide network of nonprofit community support organizations. members of the alliance collectively serve approximately 50,000 people each year some facing challenges with racism, poverty, mental health andwe serve homeless families , children with the ability families experienced violence and lgbtq families.
i'm grateful for the mayor's compensation and particularly grateful for this committee and supervisor ronen's comments that this is the beginning of the conversation . this has to be justthe beginning. what we're missing here is a key approach of systemic holistic approach . the city continues toask nonprofits to do more but we can't do more with less . as you've heard from so many are team members cannot afford to live here resulting in vacant positions. like the city we have at least a 10 percent vacancy rate, high turnover, high caseloads and impact on our teams. we are super grateful that the mayor and board of supervisors have recognized the importance of nonprofits that support families and new plants such as the family recovery plan and
proposed students success from an hsa prevention planning for the family firstprevention services at . before these initiatives to be successful we the team members, the staff to provide the services and we need those staff that have lived experiences which are nonprofits have. >> the speakers time has expired. you for your comments. next speaker please. >> speaker: i am the program compliance courtney. i managed the hiring and recruitment processes among other things and i'm merging the budget committee to invest in nonprofit workforce and raise wages because nonprofit workers just as my colleague before said on the backbone of
san francisco'sresponse system and we are losing good people in the industry due to the inability to provide a sustainable living wage . low wages and underfunded contracts make the work unsustainable . but staff currently working from 2 to 3 additional jobsjust to the provide for themselves . this leads to andhypo concern for our organization . we as people to for-profit organizations because they can't compete on work should be fulfilling both personally and financially . this i overturned these community membersnot getting the services they need , either caseloads, service delays and the challenges always staff programs especially on positions which we currently are only able to offer a decent difference in housing wages which is super low and not competitive. we need a stable nonprofit workforce of arl living wage if you want to see real progress goal of ending homelessness
effectively servingour . >> thank you for your comments, next speaker please. >> chair ronen. my name is tiffany jackson i am the program manager and hospitality houses employment program. i'm merging the budget committee to invest in nonprofit workforce and raise wages because the case managers here, janitors managers who go to work every day to make programs accessible and help people change their lives in the communities in san francisco but those same staff go home and have some of the same struggles of the people we serve in the are living paycheck to paycheck. they're one way being homeless. they're choosing between having food in their homes were paying fortransportation to work having for . me and see creates burnout and
low morale. the budget committee is interested in supporting change in scope was workforce me that the workers atthe thesis is work . when covid first hit i got on bart and i walked around when i got off work and when i got off the bart there was nobody on the street and i thought to myself the world ischanging. it's begun to change. and it did change but we didn't change . our services didn't change . we remain open and we showed up every day for the community and i hope the budget committee puts the same dedication into paying higher wages to frontlinestaff as we did for our community . >> thank you ms.jackson for your comments. next speaker please .
>> my name is jeffrey hall a technician for tenderloin housing clinic and i want to thank you forthis opportunity taking this moment to hear us out . i want to reiterate everyone in all tmcand other supportive housing agencies are essential workers .they been working to managers, desk lights on the hotline making sure the buildings are safe. janitors keeping multiple floors and multiple buildings free of trash myself being a maintenance worker i was responsible for two buildings and sometimes moved to four or five buildings to do maintenance related issues keep staff on hand for work there. live there by working there what on the private sector housing, different supportive housing jobs. brian provide housing to the previous homeless, it means
something to me. itake pride in making it look brand-new again and hopefully see the joint counseling space when there had a key . right now i want to let you know icurrently spend over 61 percent of my monthly income on my rent . is not other bills,that is my rent . i'm to the one because of thc so i can walk to these buildings is a gasat the site crisis . i am for you totake this into consideration . the work that everybody does in tac and supportive housing agencies rent these races because we are working to keep the people housed. >> thank you jeffrey hall. next speaker please. >> speaker: good afternoon. i have executive director for the dolores thecommunity services . merging the budget committee to invest in nonprofit workforce
and raise wages of our front-line essential workers who are majority people of color in our sulfur and housing programs. essential workers on the backbone ofthe services . during the pandemic our staff experience i will follow-up in the course of doing their jobs. they showed up every day for my services of our city's most vulnerable residents living in permanent supportive housing and those who are unhoused. the majority have to work two or threejobs to make ends meet . we can continue to pay poverty wages you are essential workers we are subsidizing the cost of theservices on the back of black and brown workforce . hey we essential workers and arenonprofits as a matter of racial equity . we are grateful for the mayor's investments but we need the investment to be much greater. we need a minimum living wage of $25 per hour . annual what i will not get us to a living wage.
we publicly funded wage for all all for all our front line workers. those making higher hourly wages will increase. this is part of the reason why we need a way for for all our client decisions equals seriously address wage contacted this system here more than a year we had cost of doingbusiness increase needs to match the rate of inflation . without the cost of doing business increases we are being asked to dothe same services year after year with less funding .we invested in our nonprofit sector, invest in our frontline as workers invest in our vulnerablecommunities . let's stop the harm against essential workers and let the healing begin by paying them through living wage. board of supervisors we needyou to be the leaders that we need today . >> thank you for your comments. next speaker please.
>> speaker: good afternoon chair ronen and members of the budgetcommittee. i'm division director of wellness services and youth leadership at market street . i'm merging the budget committee to invest in a nonprofit workforce and raise wages because of our staff. last year i was hiring for positions on the supervisory board. these are young both working to advocate for young for experiencing homelessness and mental health challenges in the city . the axis was i hire someone that we invested in. what i couldn't tell them is is not that our workforce doesn't want to stay. it just can't afford to stay.
they want to stay. the people i work with are passionate about the work they do we love theyoung folks that we work with they cannot afford to stay . increased wages is how we support our young folks. experiencedmany traumas in their lifetime . and the turnover rate of our staff is impacting that creating more harm.our staff are leaving and we have positions that have been. i have positions that havebeen open for over a year . i want to be to provide the vital mental health services and substance abusethis is our young folks and i don't have the workforce to do that . please please we urge you to increase the wages of the workers on this front line through the last two years, then many years before that thathave experienced the trauma of the pandemic in their own way . >> thank you for your comments. next speaker please.
>> hello. i work at sunrise, and a case manager at our navigations center our staff here struggle with homelessnessourselves . most of us have second jobs and it makes it hard to do the high stress job we do every day we're here because we love our clients but we should be able to survive as well. everybody's always looking for a better way to survive in the bay area and we needhigher wages and it's not just us case management . is the janitors and everybody. we are important frontline workers helping people get permanent supportive housing stay in permanent supportive housingand we need that support from the city .
i pray for you guysto get us higher wages so we cankeep doing this work . i do . >> you for yourcomments . nextspeaker please . >> speaker: i am the director of communityorganizing policy and planning at 1001 neighborhood development corporation . the ngc provides supportive housing and wellness and health services to over 6000 san francisco tenants .first we like to share our gratitude for mayor degreesproposed investment and supportive services and property management . staff wages, are maintenance workers and case managers deserve more. as the cost of living in san francisco has skyrocketed we watched our staff struggle with the ability . wages have forced many scattered across the bay area and beyond commute daily from places like antioch and as far
as lois.it should come as no surprise that nearly 30 percent of the positions on our housing support team turned last year. this had a direct impact on our operations and need staff with knowledge skills and institutional memory. an additional burden is placed on those who stay in denver to maintain the same level of service. the success of our supported housing depends on relationships between staff and transformable years and these relationships are often quite fragile. between staff is lost when turnover is high as we improve and expand our response system is important we do so atop a solid foundation. this means taking care of hard workers because it's the right thing to do and because it is necessary if we want to live at the most vulnerable. we look forward to continued
collaboration on these and other strategies for our commitment to our workers to high-quality service delivery. thank you. >>thank you colleen and rebecca for your comments . please unmute the next speaker. >> hello, my name is aubrey, ceo of home rides. i just want to thank very much board of supervisors chair ronen for having these hearings in the first place. i think it was absolutely essential at this critical issue facing the city he front and center at the budget hearing that you heard directly from all the holes to see who work doing this work so that you have the experience of how challenging this is . i'm not going to reiterate what our colleagues at espn and said where outnumbers of all those organizations and we believe this is with all the points
that our representatives made on our behalf. i want to highlight to specific matters we are concerned with. while some increases in the wages for the proposed , specifically the cost of doing business was taken out of the budget that was proposed by the mayor. and is directly even the controller's report said there has been a small step to try to address the systemic issue you don't understand all why congress simply disappeared. that makes no sense to us and we are hopeful that itwill simply be restored immediately all for this year and responsible way at the controller proposes . secondly we are very grateful supervisor safai addressed the issue of not only wanting to make sure hsa addresses case managers work but creating
floor for janitors, desk clerks and others and i would only amend to that that is essential includes that is for all workers who work in the supportive housing programs doing janitors work irrespective of whether they happen to be paid hsh contract. >> thank you foryour comments . apologies for cutting you off. can you confirmthat was our last speaker ? madam chair, that does complet . >> publiccomment is now closed . supervisor will. sorry.
sorry. okay, we will take this last. >> we did complete public comment in the chamber. the chair did realand so please . >> thank you supervisors. i'm a mormon with human services network for someone to express appreciation to supervisor ronen committee for holding this hearing and for the mayor for finding order present. what you heard today is that we need to invest in the nonprofit sector for our workers, for our clients, for our services organizations and here is what we really need to do. first of all the controller's report recommended a call on top of the cost of doing business to address this inflationary cost pressure .
the budget funds only: peace and the gap is at least $20 million to budget the cost of doing businessaddresses inflation this year which is well over five percent . lee, we and the long-term at least a multi-year investment looks more like 8 and a half percent cost of doing business in greece. will take about $100 million a year over several years to get nonprofits and worker wages up to the level that deals with the historic underfunding that we had especially for lazy contracts and. we also need an implementation strategy that looks at the real challenges that we're facing in getting wages up. we need to fund all health and human services contracts including non-general fund for
all san francisco nonprofit workers . we fund wage floors that provide a true living wage address wage compaction so people will take those mid-level jobs and we need to provide multitier contracts with those in escalators that we don't have to keep coming back year after year for whatever's left after the city finishes. >> the speakers time has expired. >> thank you. >> public comment is now closed. i want to thank everyone for this very long but very very important hearing today and for a lot of what come next in the budget . in the next couple of weeks and then certainly over the long-term i just want to really really the most genuine place all the workers who spoke today. you really are heroes and heroines and your work is so difficult . it's so underpaid.
the love and care that you give to people that are struggling so much could never receive enough thanks . so thank you for being here. thank you for sharing your work and with that mister clark had a motion to file this hearing? >> on your motionchair, seconded by member will . i'm sorry, vice chair. [roll call vote] we have 4 aye's. >> chair: that motion passes unanimously. mister clark penny please call item number three ?>> item number three is a hearing on departmental hiring with regard to racial equity and progress
for the goal of equitable diversity in the city employment. members wish to provide public comment on this hearing should call 415-655-0001. that meeting id is 2481 542 4313. then press poundstwice . does help us part 3 to lineup. a system problemyou have graceland . we told this isthe case you have been unusual . >> thank you supervisor will. >> thank you chair ronen. i'd like to add we continuethis hearing possibly next wednesday and is not next week , we have a lot of presenters that oracle's who need to be available to answer questions that had to leave due to the duration of the first hearing and so i want to continue to the call the chair and try to get thisscheduled as soon as possible because this obviously is important . >> thank you so much supervisor
walden. i would after public comment like to make a motion to continue this item to the call of the chair. my staff as a very tight schedule and i know where or how they would fit this in we will do ourbest to do so as soon as possible . so can we please set this item up for public comment? >> members wish to speak on the continuance of the hearing joining us in person lineup now. for those listening from a call 415-655-0001. the meeting id is 2481542 4313 . then pounds twice, once connected pressáthree is the speaker in line and please continue to wait until the system in case you have been unmuted. we have no interest in speakers in the chamber. and madam chair we have no speakers in the queue.
>> then publiccomment is closed. supervisor . >> i think in the event that we do like this that i have a very sensitive question about racial equityand employment . we had a hearing on sf mcas gao we had five disciplinary action was taken specifically on our transit operator, an overwhelming majority, up to 70 percent were african-american workers. like, black workers was the highest. and so i just wanted to make sure your presentation that you could touch on that date. thank you. >> thank you so much. mister clark i have attended the motion to continue this item to thecall of the chair . >> on that motion seconded by
member walden that thishearing be continued to the call of the chair chair . [roll call vote] we have 5 aye's. >> chair: that motion passes unanimously. can you please read item number four. >> -40on the near-term funding needs to implement the 2021 san francisco climate action plan. members wish to provide public comment on this hearing should call 415-655-0001. the meeting id is 2481 542 4313. then press pounds twice. if you haven't done so start 3 to lineup a system will indicate you have raised. >> a system incase you have been on you and you may begin your comments . >> supervisor, would you like
tomake opening comments ? >> thank you chair ronen for allowing us told this hearing this is about equally urgent budget priorities as the last hearing and i really appreciate the opportunity to be able to kind of lift these up before we get into the budget proceedings.just a few months ago we adopted san francisco's updated climate action plan. a comprehensive complicated and deeply necessary online on the steps we must take on a local level to curtail the climate catastrophes we are facing . a planyears in the making . according to the latest idc report net greenhouse gas emissions caused by humans since 2010 across all major sectors globally and increasing share of emissions come from urban areas and without any action to lay the groundwork
for rapid and the reduction in greenhouse emissions our planet will warm beyond the 1.5 degrees celsius agreed to in the paris linux for the opportunity degrees celsius that isconsidered the boundary for total climate collapse . i know that the housing homelessness safety , these are some of my dishes of the day and each of these issues and ask to climate crisis to and we as policymakers will be facing, will be failing if we do not see that. do not see the climate crisis is on us and do not act on it. we can still act for the worse outcomes. we can preserve a little for our childrenand our grandchildren . but we are running out of time . we are lacking national leadership and we ask the city as an incredibly wealthy city reputation for climate leadership of war was also the least we . flight was so incredibly frustrating and disappointing to see zero general fund
dollars for the department of the environment and the your student proposal . hisfriendly climate denial . this department this plan the resources and if we don't put our money where our mouth is on climate action we will have failed on the latest existentialchallenge facing our species . but now in our hands it falls on us in this committee to figure out how to make these investments and how to lead so today will hear from acting directortyrone chu on which investments the department needs . this budget cycle in order to start limiting our vicious transformative deeply necessary climate action plan . so if it's okay with you chair i would pass it over to the director chu for a brief presentation. >> i do not see ...
>> the directoris on his way. i apologize. there was a slight delay because of thethings and presentations . he should be there and one so i'm going to get the presentation of for everyone can see . so why don't i, he should be there anyminute . why don't i just get started and if you can letme know when he comes in the room iwill stop . if that sounds okay . so thank you boardof supervisors for having us here today . you supervisor mar for requesting this hearing. over the past couple of years we've received numerous questions and comments about how we are going to find our climate action plan and so today we will present on some of theanswers to those questions .
so here is the agenda and this iswhat will be covered in today's presentation . first we will get an overview of the san francisco climate action plan. then we will talk about some of the strategic issues with the san francisco department of environment budgetso we're going to talk about our budget alignment , our short-term budget requests, the impact of not receiving this funding and then we can address any ofthe questions the board of supervisors has . so for the first slide i would like to get a bit of background on ourclimate action plan . many of you know our climate action plan was passed in december 2021. our climate action plan is the comprehensive roadmap which really details what we need to do as the city to meetour 20/40
zero goal . this is also codified in chapter9 of the environment . so the plans articulates 39 strategies and 159 actions through a data-driven people centric approach covering six different sectors. our climate solutions also have a lens towards racial andset social equity , health and economic recovery. it's really geared at making our city more livable andmore sustainable . and we can start to see some of the positive and ask our climate action through things such as legislation that was sponsored by president walton to expand the city's ability to recoverable food and we direct millions of pounds of food waste to our most vulnerable communities .
because also seen connections with projects like the hundred percent affordable all electric housing 2060 mission district and seeing a new all electric building means that families and children in that complex will have the benefit of improved health and lower healthcare costs for not leaving in our byproducts from burning natural gas. and i can provide more examples but i just want to before i go to the next slide just really emphasize that delaying the implementation of our climate action plan will really exacerbate and continue to contribute to the known impacts of climate change. which supervisor mar talked
about. wildfires, severe storms, surgingseas which are all occurring . and i've also illustrated that there are ways for us to prepare and provide impacts will impact ourmost vulnerable communities . so i'm going to just take a positive to see if director chu has arrived. >> he's not here yet. >> i apologize, i'm going to keepgoing. i booked this is okay . >>you're doing a great job . >>thank you . i'm going to go to the next slide. the climate action plan while it really is focused on reducing greenhouse gases i also want to point out that there is numerous programs around improving our public health, increasing jobsand also
promoting racial and social equity . so i also want to be clear that our climate action plan is san francisco'sclimate action plan. this is not simply a plan developed by our staff at the department of environment . it was a two-year robust process. >> sorry to interrupt. i want to let you know that director chu did arrive if you wanted handed overalthough i agree you're doing a great job . >> i will have it backto him. tyrone , i will finish this slide and go to the next slide so you can take a breathand you can start on the challenges with the budget if that sounds good . so just getting back to what i was saying about the climate action plan. there's a two-year intensive and robust community process. we engaged close to 6000 people
in this process. we get a lot of events in english, chinese and spanish. they partnered with multiple humidity-based organizations to make sure that our strategies and actions were really leading equity in addition to working with our residents and our community we also work with19 city departments on the plan . and so i do want to take this opportunity to let you know there are many other city departments that are working on the climate action plan the on the department of the environment such as sf mta has been in the public transportation system and making sure that we have safe active transportation routes. we also have the sfpuc transitioning all our electricity to 100 percent
renewable sources through programs like clean power sf . even though we do have a lot of shortfalls in the funding, there are other city departments that are making progress. with that i'mgoing to turn it over to our director . thank you. >> thank you cindy. tyrone, acting director for the environment. probably great that cindy is opening up because cindy was the lead and an amazingly on actually developing this climate action plan so for all her all the work she's done is a perfect segue into the next part of the conversationwhich is about funding climate action plan . so in the final action plan that cindydiscussed , below the department of environment and this plan is to facilitate implementation of it but it's also we are responsible for 50 of thosestrategies in the plan
itself . two of those strategies we're going to focus on related to reducing building emissions from building transportation and also through vehicle altercation those are two of our biggest challenges and opportunities where we can reduce emissions . some of the challenges i discuss in army 18 presentation to this in a really goes to how our budget is structure and whereare funding sources come from . and also some of the short-term funding we've identified through our internal process to identify the resources needed to move forward with this plan the short term while still looking long-term long-term there does need to be a dedicated revenuesource to fund all of the actions outlined in the climate action plan . so we'll first talk through and review what the funding source isof the department .next slide please.so they saw this
slide in the may 18 presentation. again, pretty much the entire budget for the department is nondiscretionary and that the funding must be allocated according to where the funding comesfrom . so here you see the six percent of our budget comes from the impound fees and what that money could be spent on is only zero waste activities and a similar story across five. next slide . i also show this slide and the committee meeting which showed an illustrated that when you look at the challenges facing our city wall where all our missions are coming from 90 percent of those commissions are coming from the building sector and transportation sector yet when you look at overlay that with where we are funded to spendmoney in the apartment , is an inverse relationship so there's like 27
percent of our budget where people stand on those activities does not say that 73 percent being spent on zero waste and all those other options are important, is that we haveto grow our work in those two areas. next slide . so the department has put together a short term two-year budget proposal an estimate of what it would take over the short and medium-term to start implementing the climate action plan. this proposal includesresources to promote climateequity , to apply issue grants , to backfill work orders and decrease our static about the ordinances for developed funding. budget of 11 million includes funding and distinct positions as well as 11 new positions and really dramatic increase in the resources we would want to spend and provide incentives because in order to reach our
most vulnerable communities we know that we have to provide a good incentive structure to facilitate this transition for those residents. the other thing it does is it allows us to be in line to advocate for apply for grants that we know are available and are going to beavailable from the federal government . we have to be $11 billion of federal funding distributed to cities over the next coming years and currently has staff we do not have the staff to apply for those grants so we will not be to bring that money into the city nor are we set up with our programs or projects to be able to be eligible and good candidatefor this . next slide please. i'm not going to go over in the interest of time because i know it's a long day for this in a but essentially each of the categories as presented here
represent the focus area where we need to focus our resources from eliminating fossil fuel and increasing our outreach to enhancing our ability to sequester carbon domore work around our datafile divers . next slide. in addition the resources that were allocated in 11 million focus on electrifying our transportation sector as well as improving our ability to increase diversity within the department which is a huge priority for us and also to implement our racial equity planning in terms of how we implement external work . and finally the last category is providing the administrative support necessary to support all the preventions as outlined. next slide. and lastly i'll conclude with just the urgency that the longer we delay action the more locked in those emissions are
so when we replacement boilers and large commercial buildings when the boilers are replaced the lifespan for those boilers is 20 to 25 years so when we say we want inhibitions when we don't convert those to all electric boiler now it's essentially basically becomes assets that were using natural gas for the next 20 to 25 years or requires a significant amount of capital investment t replace them with on a more and more expensive the longer we delay action . the second is as i've mentioned the grants are available. this is a key opportunity where we have a supportive president that is providing resources and making resources available to cities and states we don't get in line and are in line to get those resources and bring them to the city we essentially waste an opportunity to get free money we end up having to
spend resources later on down the road and who knows where those resources will come from? the strategies for change, the action will change, it just becomes more incumbent on the city to fund those efforts . so with that i will end there. and both cindy and iare available to answer questions . >> thank you so much. acting director and also cindy commerford for all your work on the climate action plan on creating the climate equity to your budget proposal . again it was extremely disappointing to be polite to see that zero that was included in the mayor's budget and we received a lot of communications from people throughout the city expressing their extreme disappointment about that i would really agree . i have a few questions.
just if i could get you to elaborate on your brief presentation. obviously the primary goal of the climate action plan is emissions reductions but i do think it's important for us to look at how that goal can and will work hand in hand with other important policy goals and you spoke about the code of ethics a little bit as well. i was wondering if you could talk more about equity because we know communities of color face the worst environmental health outcomes from the country and even here in san francisco. and would disproportionately benefit climate action and environmental justice work you speak more about what the racial equity impacts of this funding proposalwould be ? >> i think this isa great opportunity for cindy to answer this question .
she's meeting talking about the climate equity hub which we will incorporate into our work so if you want to take this question quite's my name is cindy commerford, climate action. at first i want to start by letting everyone know that we develop our racial equity assessment tool for the climate action plan so every strategy and action has been assessed for its impact on racial equity and how we can really make sure that we don't have any disproportionate impact and also where we can try to start to repair root causes of racism where possible. and so within our budget proposal a lot of our professional service money is to go back out to thecommunity . first tyler and jesse spoke about the climate action hub and this is supposed to be a one-stop shop for residential electrification .
really focusing on supporting our bipoc and low income communities. additionally we like to start an environmental grant program where we get out grants to the community to help implement our climate action plan and that we also provide incentives and rebates. so we make sure that everyone in san francisco no matter what the color of your skin is for your incomeis can participate in our climate action plan . >> thank you for that cindy. another question, i spoke about this briefly already and as the both of you but i think it's critical forus to understand the moment we're in right now . put simply is there any way you see for us to meet our climate goals if we don't fund this work thisbudget cycle ? >> i take that one cindy. i think it would be extremely
difficult. as i mentioned two of the strategies that is responsible for is mostly unfunded isaround decarbonization . currently we don't have, we don't even have a full-time person to implement our run right now. and what this will do is just kick the can down the road but more importantly i want to stress that we really miss an opportunity because we know this funding is going to be made available to cities and states so that we don't capitalize on that funding in the next two yearsor have the staff to take programs to get funding to the city , that funding gets pushed out. we lose that opportunity. we push that out and then he is still there if we want to reach our 20/40 goal and we have to
figure outsome other way to fund those efforts . so it would be an opportunity ifit were unfunded . >> thank you. acting director chu, we have peoplein the public that want to seek out . >> someone had told me last night at an event on a sidebar in the climate action plan that there's like a little reference that we don't really even meet net zero even if we did everything that's laid out in the plan. is that true? >> or by20/40 i should say . >> that means by 2040 if we hit all our targets, we can zero out all of our missions but there's always going to be like whether there's the boiler i talked about where it hasbeen replaced quite yet . there could be an asset that is committing greenhouse gas
missions. similarly plan also calls for balance of carbon sequestration so we're also pulling more carbon from the air to get back to net zero sum is a factor of both. to get anywhere close is going to be a huge accomplishment. so it's going to be around the margins of well, what is exactly zero emissions and how are you doing compilation but overall we're trying to hit that target. we are going to be really far ahead of that in the game in terms of where we want to be . >> had a little bit of context that. that question. just when we bought our climate action goals to the board of supervisors tocodify them in july of 2021 , our original target was 2045. at that time the board of supervisors asked us to
accelerate that target to have a zero goalby 2040. our original climate model at 2045 40 . we did go back and review all the strategies and restrictions within the plan with national experts and they agree that we had all the right strategies and actions that we really just need to accelerateour timeline . i think that really speaks to the importance of funding and the urgency around getting funding now we can move forwar on the strategies and actions . >> is helpful, thank you. there's no other questions we can move this item for public comment. >> members wish to see who are joining us in person to line up to speak now. those listening remotely please call 415-655-0001. the meeting id is 241542 4313 then press pound out again for
those already in the queue pleasecontinue to wait until the system indicates you have been muted that will be your cue to begin . >> please again. >> my name is barry. i chair the conservation committee for the san francisco sierra club we are strongly in support of funding for the department of theenvironment . we signed on to a letter i believe in passing only one percent of the. but obviously we would enjoy seeing a much larger percentag . we have a crisis. it's been widely reported in all media and get it does not appear to many of us in the public that we are actually taking action. it is you know, it's a head in the sand approach of a problem
that is only going to get worse the longer we wait.i want to share with you 3 to 4 years ago i began to convert my own home to all electric. today, i mean the cost to do it was under $50,000. new solar panels upgraded a system that i put in place in 2006. all electric appliances, everything including induction click tops which are much safer than bold for the ones i saw in the picture of a renovated low income housingunit . this is possible to do. san jose mercury news reported earlier last year that the average utility no people are paying in the bay area isjust under $200 a month . instead of paying pe we can
leverage those funds to help to do the conversion of homes, he is. we establish a working group to begin to get all the parameters of how we are going to accomplish this. thank you. >> thank you barry foryour comments . seeing no further speakers in the chamber, unused the first color place. >> speaker: supervisors, we do have a brilliant person who has taken over the department of environment. the mayor who is in charge of the brunch and use supervisors who are in charge of the
legislative branch and listen and it should listen to the department aids in this case, i heard him the last time around and he clearly stated that as things stand, it is next to impossible for him to meet his goals. one of his employees stated to you clearly that the goals that have to be accomplished by 2045 can be accomplished by 2040. then we are talking about the climate action plan will's san franciscans and san francisco
should be foremost in creating a model that is sustainable and viable. the department needs the baseline funding to attain their goals. right now for 2040. it's as simple as that. we are wasting millions of dollarson other things . like the urban alchemy for example. >> apologies for cutting anybody off but we are timing each speaker 2 minutes. next speaker please. >> hello supervisors, this is jody eisen from district 10 number of sf climate emergency
coalition. i do appreciate how hard and frustrating it mustbe to greet the city budget . does reflect compounds actually ignoring the current and future damage to health and safety from monday climate change is notsomething san francisco considers to be okay . climate action plan three word , the changing climate is everywhere. we can all see what it's doing to usespecially the most overall . the plan is here. is right here. was released by the mayor in december as a roadmap as tyrone said describing what we need to do but the action has been missing. the action requires support to fund the implementation of the plan to please allocate the $11 million of your $27 billion to your budget so that part of
environment can begin his crucialwork. cost us all a lot more in the future in so many ways we don't do something right . thank you . >> you for your comments. >>. >> speaker: afternoon supervisors. my name is paul were. first i went to get a huge shout out to san francisco environment for the significant things they've done with their greenbuilding ordinance from 2008 . and things like, boston garden which is a significant impact on our greenhouse gas emissions . but most of the reactions in thesan francisco have been because of state actions . in renewal standards in particular in title 24 please understand that these were almost transparent to san
francisco they just happened when adapted tothem without any significant actions . so that massive 40 percent reduction since 1990 that has been touted was easy. now we face the difficult challenge of changing behavior and getting peopleto modify their buildings . due to the reinforced nature of the ordinance and how long that took to come through. think of the soft story ordinance and how nothing happens until the deadline. getting san francisco to do what is needed to change their buildings and to change the transportation network is going to behard. it is going to take time . sfp is able to do that but they absolutely need the funding to make it happen. and they need the funding for
the climate equity home so they can do it in a way that does not discriminate against the low income, low wealth committee of san francisco. this funding is essential if we are to move forward. we face an immense challenge. sfp is up to the task but if youdon't fund them they can't do it . >> thank you for your comments, paul wormer. next speaker please. we do hear you. >> speaker: can you hear me okay? >> yes we can. >> speaker: i live in district 8. the supervisor must add back into the city budget the 11 million request by the
department of the environment andthank you so much that staff individual action is not enough to tackle this climate crisis . the my partner and two kids from a year ago a 100 percent improvement we ran.we volunteer and we need you elected leaders to allocate funds for reels system change. this amount is only a tiny bit of the funding that isneeded . i'm sorry? is that my time? i'm sorry. >> you still have one minute 15 seconds. >> speaker: great, thank you. we finally work on these long-standing issues with toxic radioactive contamination becoming even more dangerous with sea level rise after the civil grand jury's just
published report to address our cities. our own environmental racism. the budget must include funding for a study to determine the cost of the head and sustained action to protect our residents and one another from contaminants address a radioactive and toxic waste and i will say, i came to a rally this fall on thursday. it's vital that we listen to the voices that came to your offices andexpress how important this is .thank you for your time, i appreciateit . >> thank you for your comments next speaker please . >> i'm elena angle with 350 sa francisco and the san francisco climate emergency coalition . i'm a constituent of district 9. thank you supervisor mar for your remarks. we must start funding our
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