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Mayor’s Accountability Reports

Printed on Thursday, September 11,


2008

Status Policy Update

Policy Area: 01. Housing and Homelessness Count: 40


Done Direct the Planning Department to study the The Planning Department has determined that unbundling of parking from housing
feasibility of unbundling the 1:1 Parking units is both feasible and efficient. The Department implemented such a provision in
requirement for new development when fast the recently adopted Rincon Hill Plan and provisions now apply to all projects of 10
pass and car sharing programs are in effect. units or more in DTR and C-3 Districts. It is also proposing similar requirements in
Market-Octavia plans, Eastern Neighborhoods, Balboa and other plans. In addition,
the Planning Commission regularly requires unbundling of parking and car sharing
spaces in projects exceeding 20 units. Finally, the policy of unbundling has expanded
to be considered in the City's Inclusionary Housing requirements.

Done Bring together leaders from the business The City established a 10-year Planning Council of leaders from business,
community and supportive housing government, and nonprofit organizations to develop a comprehensive strategy to
community to strategize how to increase reduce homelessness and increase supportive housing. In June 2004, the Council
permanent supportive housing. presented its Plan -- The San Francisco Plan to Abolish Chronic Homelessness --
which called for the creation of 3,000 new units of permanent supportive housing for
the chronically homeless.

Done Fund historic resource surveys. The Mayor's FY08-09 budget included $.844 million for this purpose.

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Status Policy Update
Done Lobby for passage of the Ending Long-Term The Mayor annually requests federal funding for San Francisco permanent supportive
Homelessness Services Initiative and other housing projects and has been successful in obtaining earmarks in the federal budget.
Federal programs. Human Services Agency (HSA) representatives lobbied Senators Barbara Boxer,
Nancy Pelosi, and Dianne Feinstein for passage of the Services for Ending Long-Term
Homelessness Act (SELHA) during the July 2006 National Alliance to End
Homelessness (NAEH) conference in Washington D.C. The Mayor has sent letters of
support to Congress and also introduced a resolution supporting the same at the U.S.
Conference of Mayors meeting in Summer 2005, which passed. As chair of the U.S.
Conference of Mayors Hunger and Homelessness taskforce, the Mayor has led the
nation's mayors to press for more funding for homeless housing, support services, ex-
offender re-entry, and veterans services. San Francisco has also provided feedback
on reauthorization of the McKinney Vento Act, which is currently pending before
Congress, and has lobbied members of the House of Representatives to enact
changes in HUD regulations that negatively impact foster families in public housing.

In July 2008, the Mayor announced new federal funding to assist homeless veterans
in SF find housing. The funding will be targeted toward providing homeless veterans
with support services and the opportunity to obtain permanent housing. The award of
105 vouchers, representing $1.5 million to the San Francisco Housing Authority, is
part of $75 million announced nationally for 10,000 new vouchers for the Housing
and Urban Development-Veterans Affairs Supportive Housing Program as the result of
Congressional support in the FY2008 budget. SFHA will receive the funding in
portions as the agency leases units to veterans. The funding will go toward housing
assistance and administration fees to administer the vouchers given to all veterans.

Done Permanently implement Project Homeless The Mayor launched Project Homeless Connect in October 2004. A total of 23 Project
Connect, with outreach at least one day per Homeless Connects have occurred since inception. Over 18,000 volunteers, 250
month. service providers and 300 corporations have worked together to provide services to
more than 25,000 people experiencing homelessness in San Francisco.

Services include housing opportunities and resources, medical and dental assistance,
mental health and substance abuse services, eye care and glasses, medical and
dental assistance, food stamps, legal support, free voicemail, and resources to re-
connect with family members through the City's Homeward Bound program.

Project Homeless Connect has been recognized by the President's U.S. Interagency
Council on Homelessness as a national best practice model, and has been replicated
in 170 cities and counties in 26 states in the U.S. It also is being replicated
internationally in Canada and Australia. In addition to the already scheduled events,
PHC in the future will hold special events targeting special populations such as
families, veterans and youth.

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Status Policy Update
Done Improve shelter security for homeless San In June 2005, Mayor Newsom announced funds for shelter service enhancements as
Franciscans. part of the FY 05-06 budget. Now, all three of the City's largest shelters provide
security. Based on recommendations from the Shelter Safety Workgroup, in August
2007, metal detectors were installed at MSC South, Next Door and ECS Sanctuary.

Done Adopt the Transbay Redevelopment Plan and Both the Transbay Redevelopment Plan and the Rincon Hill plan have been adopted.
complete the rezoning of Rincon Hill. The Rincon Hill plan allows for 2,000 units of new housing and $20 million in public
improvements.

Done/Ongoing Expedite conversion of older office buildings The Planning Commission has approved 18 office conversion/addition projects
to housing. containing approximately 680 housing units since January 2003. Many of these
projects are under construction or have been completed. There are currently 3 office
conversion/addition projects containing approximately 280 units under review within
the Planning Department. In addition, the proposed Mid-Market Special Use District
simplifies the approval process for and encourages such conversions. The housing
market has slowed over the past year, and we have seen at least one approved (but
not built) housing project convert back to an office approval. Given the weakening of
the housing market and the relative strengthening of the office market, this may be
indicative of a trend.

Done/Ongoing Encourage infill development on vacant and The recently adopted area plan for Market and Octavia encourages infill development
one-story lots in neighborhood commercial on vanact and one-story lots on neighborhood commerical streets.
streets.

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Status Policy Update
Done/Ongoing Adopt and implement the Market and Octavia SFRA has purchased 7 of the 19 parcels for affordable housing. The Planning
Better Neighborhoods Plan. Department published a draft Environmental Impact Report (EIR) in July
2006.
Legislation to implement the Market Octavia Plan was approved by the Board of
Supervisors, paving the way for much anticipated new housing and infrastructure
improvements in the plan area. This is the first area plan of this scale that the City
has developed and approved in over 20 years. The plan implements the long-range
vision for the neighborhoods along Market Street and the new Octavia Boulevard. Key
benefits include: An additional 6,000 units of new housing concentrated along transit
corridors and at transit nodes; a comprehensive infrastructure improvement plan and
approximately $85 million in funding to help build these improvements; additional
opportunities and funding for affordable housing; and the completion of the Octavia
Blvd. project.

Done/Ongoing Improve access to food and Food Stamp The Human Services Agency (HSA) was one of five agencies nationally to receive a
programs for San Franciscans. $1 million grant from the United States Department of Agriculture in September of
1996 to improve access and participation in the Food Stamp program. In October
2007, HSA launched a new Food Assistance Service Center to make it easier for new
and current Food Stamp recipients to receive assistance with their benefits.
Development of a public facing website (benefitsSF) is on track to rollout in early
2009. This website allows people to screen for several public benefits and to apply
online for Food Stamps. 16 community sites are getting special training and
assistance in using the website to screen and enroll their consumers for Food Stamps
and other benefits using the website.

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Status Policy Update
Done/Ongoing Improve conditions in San Francisco Public SFHA REPAIRS & INITIATIVES
Housing. Since February 2008, City Administrator Ed Lee and Interim Director Mirian Saez led
a Transition Team of CCSF department executives to increase partnership and
coordination between SFHA and CCSF. The team has directed numerous inter-
departmental projects including; introducing and improving 311 for SFHA residents,
provided recycling services, continued cross agency assistance in cleaning and
beautification projects, provided Wi-Fi and computer training for SFHA residents,
increased turnover of vacant units, worked more closely with SFPD, and resolved
several longstanding issues issues - such as trimming the trees along Sunnydale and
getting SFPUC to manage the power lines and boxes.

As of March 2008, SFHA decreased the waiting list by up to 20%. To date, we have
approximately over 23,000 individuals (including families) on the wait list. Currently,
SFHA receives 200 applications a week; has another 13,000 on the wait list for
Section 8 vouchers; has an overall 8% vacancy rate. Since Jan. 2008, SFHA has
rehabilitated 356 units, averaging about 45 a month.

In April 2008, SFHA launched a partnership with 3-1-1 to increase capacity and turn
around time for maintenance request. Prior to the 3-1-1 taking calls, there was a
single dispatcher that responded to calls Mon-Friday, 8-5 pm. During after hours and
on weekends, SFHA outsourced all maintenance calls. The agency spent $3,578 per
month and nearly $43,000 annually on an answering service to take these types of
calls, generate work orders, and notify maintenance personnel during off hours. The
311 partnership has reduced SFHA overtime by as much as 26%. On June 30th SFHA
and 3-1-1 completed an integration of their applications that no longer makes it
necessary for 3-1-1 to enter information into two systems. The improved and
streamlined process allows SFHA/3-1-1 to monitor, track, identify trends, benchmark,
and make adjustments in order to increase efficiencies and response/resolution times.

In June 2008, the Mayor announced the completion of a series of initial milestones
set forth to reform the San Francisco Housing Authority, including the appointment of
Henry A. Alvarez III as the new Executive Director of the agency.

In September 2008, SFHA and SFPD will renew the MOU to provide SFPD-dedicated
patrols to 8 of SFHA’s 16 family sites. Criminal activity has decreased at public
housing sites in the last two years. SFHA has intensified its prosecution of Unlawful
Detainer cases involving criminal activity, and has identified individuals who engage
in criminal activity on PH sites to pursue Stay Away Orders. As a result of these
activities, the CCSF has seen a significant decrease in violent crime at SFHA sites.

In FY08-09, SFHA has several programs underway to reduce its global footprint,
address climate change, and save money. The Utility Savings Program will identify
current utility practices in water, gas, electric at 50 HA developments and implement
capital improvements projects. SFHA spend about $12.5 million annually on sewer,

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Status Policy Update
water, electricity, and gas. Preliminary reports show SFHA could save $3-4 million a
year by implementing conservation measures.

Since May 2008, considerable improvements have been added to the Rental
Assistance Program (RAP) pilot in Hunter’s View. Currently, 137 of the 152 Hunter’s
View residents are either in Good Standing or enrolled in RAP. In order to support
positive behavior changes of timely rent payments and RAP enrollment, residents who
paid rent on time for three consecutive months received $150 gift card and residents
who enrolled in RAP received one-time Maintenance Fee Waivers (totaling $5,856)..
The Mayor’s Office of Housing, Communities of Opportunity, and Human Services
Agency are exploring the possibility of expanding RAP to all of the HOPE SF sites to
ensure resident retention.

SFHA and DTIS are working together to complete the Mayor’s commitment to having
high speed internet and Wi-Fi installed at all SFHA properties by January 2009.
Currently, six housing sites have access to the internet, 5 of which access the internet
through the City’s fiber. An additional 10-sites will receive internet via the City’s fiber
by October 15th.

HOPE SF
In February 2008, development teams were selected by the SFHA Commission to be
the HOPE SF developers for Westside Courts (136 units), Potrero Annex and Terrace
(606 units), and Sunnydale (770 units). In August 2008, resident meetings were
held at these sites to educate residents about HOPE SF relocation issues. The
community planning and visioning meetings will begin in September 2008.

In August 2008, the pilot HOPE SF project received Planning Commission and BOS
approvals of a 750-unit redevelopment of the site. This approval enables the project
to apply for $10 million from the CA Dept of Housing and Community Development
(CA HCD) in October 2008 for the first phase of redevelopment on the site. Later in
the fall, the City will submit a $30 million Infill Incentive Grant proposal to CA HCD.

In FY08-09, the City proposes to issue the first in a series of bonds totaling $95
million bond to launch an aggressive first phase of HOPE SF. The investment would
leverage approximately $700 million in additional private and public funds. The
combined effort would finance the redevelopment of 700-900 of the City's most
distressed public housing units. Also in FY 08-09, the City and SFHA also expect to
enter into a formal agreement to govern the redevelopment of Alice Griffith, an
additional 256-units of distressed public housing.

PAST ACHIEVEMENTS:
Mayor Newsom initiated major public improvements at Hunters View Public Housing
Development on March 28, 2004. The Mayor announced a private/public partnership
to bring much needed attention, resources and energy to the Sunnydale Public

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Status Policy Update
Housing Development on July 31, 2004. The Mayor secured a $1.5 million Ford
Foundation grant to redevelop Hunters View, and prioritized public housing sites for
installation of public safety cameras. The City has distributed 500 computers in the
homes of public housing residents in the southeast. The communities of Opportunity
initiative launched at Alice Griffith. The Mayor continues to lobby Congress for
increased funding for public housing operations and maintenance.

The City convened national task force of public housing experts in May 2007 that
issued a report and recommendations on improving services, security and finances. A
citywide memorandum of understanding, which was drafted through the task force, is
being reviewed by the Public Housing Authority Commission to create a partnership
agreement similar to the Partnership for Achievement with public schools.

Done/Ongoing Increase affordable housing options for Since 2004, 424 affordable housing units for seniors have been completed with 809
seniors. in the construction pipeline.

Done/Ongoing Support the fast tracking of construction of Construction has been completed on: 2,175 residential units; 1,270 units of housing
6000 homes in Mission Bay. are under development.

Done/Ongoing Encourage housing in the downtown office The Mayor announced support for three neighborhood plans, which would allow for
core. the development of new housing units in downtown core, including Rincon Hill,
Transbay and Mid-Market neighborhoods. The Rincon Hill and Transbay plans have
been approved.

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Status Policy Update
Done/Ongoing Improve adoption opportunities for LGBTQ ''In March 2006, Mayor Newsom and Supervisor Bevan Dufty announced "No Place
foster youth. Like Home," a partnership with the nonprofit Family Builders by Adoption, to help
provide safe and stable foster care environments for lesbian, gay, bisexual,
transgender, and questioning youth, as well as to increase adoption opportunities for
these youth. The initiative is privately funded with foundation grants that were
secured with the support of the Mayor. Since then, HSA has been working with Family
Builders to find adoption homes for LGBTQ youth. Family Builders reports that over
half of the families it has done home studies for (the prepatory study of whether a
family is suitable for adoption) have been LGBT families. Family Builders is
continuing to develop and implement recruitment strategies that are community
based and child specific as well as enhance current marketing campaigns focused on
LGBT families. H S A has also been accepted as a “Model Standards” County for
LGBTQ youth. The “Model Standards” project will include technical assistance and
shared strategies from other counties to improve services for LGBTQ youth by
training foster parents and H S A staff and by providing assistance in the
development of clear policies and procedures for foster parents and staff.

Done/Ongoing Housing First: Provide housing assistance to The Human Services Agency concluded a planning process in June 2006 with more
homeless families. than 140 individuals participating and representing a variety of community
organizations, advocacy groups, homeless families, city departments and
constituents. Overall, 19 recommendations were developed to redesign the current
system into a more proactive model to keep families in housing and rapidly re-house
those who become homeless. HSA received an additional $3 million for expanded
eviction prevention and rental subsidies for families and individuals in FY07 to assist
531 families on an annual basis. In FY08, the total citywide budget for eviction
prevention at HSA ($6 million) and MOH ($3 million) is $9 million.

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Status Policy Update
Done/Ongoing Housing First: Implement Care Not The Care Not Cash (CNC) program began May 3, 2004. The number of homeless
Cash/Housing First. individuals with active welfare cases has dropped 82% from 2,334 in May 2004 to
418 in August 2008. As of August 22, 2008, the CNC program has placed 2,334
individuals in housing, paid for by redirecting over $14 million in city funds that used
to be spent on cash assistance. The CNC initiative funds 1,321 permanent supportive
housing units.

An audit released in April 2008 by the Controller stated that CNC is achieving its
goals, and doing so at a reasonable cost to the City. Specifically, the audit found that
CNC has allowed the City to shift over $1 million from cash grants to mental health
and substance abuse services for those housed by the program. In addition, the
average caseload of clients receiving cash grants decreased from 2,553 in 2003 to
545 by the end of 2007 -- a 79% decline. The report also found that the benefits
received by clients housed by CNC are much more valuable than the previous cash
grants. The Audit concluded CNC clients who are housed in the program's single
room occupancy (SRO) buildings also have access to supportive services such as case
management, behavioral health services, and substance abuse treatment, all of which
were unavailable before CNC.

Done/Ongoing Improve coordination between Planning and Created Deputy Chief of Staff position to coordinate economic development and land
Redevelopment. use functions. There is a coordinated effort on various planning projects, including
Bayview Hunters Point, India Basin and Visitacion Valley.

Done/Ongoing Create and expand Homeless Outreach The primary focus of the Mayor's San Francisco Homeless Outreach Team (SF HOT) is
Teams (HOT). to serve the disabled and chronically homeless, as defined by the City and County of
San Francisco as an individual or family who has been continuously homeless for at
least one year, or has been homeless on at least four separate occasions in the last
three years. The DPH/HSA Team has used the modalities of outreach and short-term
intensive case management to accomplish its goals. From May 2004 to February
2008, SF HOT has engaged 1,691 clients (many of whom have been living on the
streets for years). 483 have been newly engaged into primary care treatment, 464
newly engaged into behavioral treatment, 607 secured financial benefits (CAAP, SSI,
VA, etc.), over 1000 have had temporary placement (beds provided) and 445
permanent placement (housing with tenancy). SF HOT was instrumental in the City's
effort to help homeless individuals move from Golden Gate Park into housing and
services they need to improve their lives. In FY0708, the outreach staff increased
from 15 to 36 and, as a result, the Team was able to expand coverage from the
Tenderloin and South of Market neighborhoods to a citywide presence.

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Status Policy Update
Done/Ongoing Improve coordination of support services, 'The Department of Aging and Adult Services (DAAS) merged with the Department of
such as between DAAS and DPH, and DHS. Human Services (DHS) in 2005, to form a new agency, the Human Services Agency
(HSA). HSA and the Department of Public Health (DPH) meet with Mayor Newsom's
senior staff on a regular basis to coordinate planning. In addition, all department
coordinate on a monthly basis in the Homeless Cluster Meeting. HSA and DPH also
coordinate on a regular basis in the area of long term care and discharge planning.

Done/Ongoing Educate City residents about the dangers of In October 2005, Assessor-Recorder Phil Ting and the Mayor’s Office of Housing
predatory lending. (MOH) announced a public education campaign and safety net initiative designed to
combat predatory home lending practices. The "Don’t Borrow Trouble"™ campaign
was launched with seed funding of $125,000, an invitation to community-based
service providers, and a founding corporate roster of partners seasoned in helping
San Franciscans attain and preserve their homes. The Mayor and the Treasurer have
also launched the Bank on San Francisco program, to educate San Franciscans about
the benefits of opening a bank account instead of using high-interest check-cashing
services. The FY08 budget provides joint private-public funding for two full-time staff
persons to work with a coalition of 17 banks and credit unions.

In December 2007, the Mayor signed into law a permanent moratorium on new check
cashers and payday lenders opening in heavily saturated areas of the City.

Done/Ongoing Housing First: Create more permanent 'Since January 2004, the City has added 2,233 units of permanent supportive housing
supportive housing units. for single adults, families and seniors and has placed 4,381 homeless individuals into
permanent supportive housing. The Care Not Cash/Housing First Program began
May 1, 2004. The number of homeless individuals with active welfare cases has
dropped 79%, from 2,334 in May 2004 to 487 in February 2008. As of August 22,
2008, the CNC program has placed 2,334 individuals in housing, paid for by
redirecting over $14 million in city funds that used to be spent on cash assistance.
97% of those who secured housing through CNC are either still in housing or have
moved on to better housing after securing employment or enrolling in SSI. HSA
plans to lease a projected 404 additional permanent supportive housing units serving
single adults, women and families by the end of FY08-09.

Done/Ongoing Housing First: Reduce the number of The January 31, 2007 homeless count found a 7% decline in the "street" population
chronically homeless people. when compared with the analogous routes used in the 2005 count. Overall, there are
38% fewer homeless living on the street compared to the 2002 homeless count.
Mayor Newsom also organized 20 Project Homeless Connect events (October 2004 -
February 2008) to connect chronically homeless individuals to housing and services.
Since January 2004, the City has added 2,233 units of permanent affordable housing,
of which 1,090 units are targeted to the chronically homeless. Over this same
period, the City has placed 4,381 homeless individuals into permanent supportive
housing.

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Status Policy Update
Done/Ongoing Improve accessibility to homeownership for In the FY08 budget, $76 million has been allocated to homeownership programs
low and moderate income households in San including $1 million for teachers.
Francisco.

Done/Ongoing Housing First: Offer all seniors in homeless 'The City continues to move seniors from the emergency shelters into permanent
shelters alternative housing options. supportive housing. Since 2004, 194 permanent supportive housing units have been
provided for chronically homeless seniors. Another 75 units for homeless seniors are
slated to come online by the end of FY 07-08, and an additional 187 units are in the
development pipeline for future years. In February 2008 an RFP to convert a city
owned property at 150 Otis Street into affordable housing for homeless seniors and
veterans was released and San Francisco has submitted a federal earmark request to
support the project. In August 2006, a new 46 unit permanent housing project for
homeless seniors in the Panhandle neighborhood received a $7 million state funding
commitment; the project is still under development.

Done/Ongoing Increase access to 24-hour shelters. 'The Mayor announced the 24-hour shelter plan June 2005. As of FY 07-08, the four
single adult shelters (Next Door, MSC South, ECS Sanctuary and A Woman's Place
Shelters), one youth shelter (Lark Inn) and all four family shelters are 24-hour
facilities.

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Status Policy Update
Done/Ongoing Create a local Hope VI initiative to develop The City expects to issue a $95 million bond to launch an aggressive first phase of
new public housing: HopeSF. HOPE SF in FY08. The investment would leverage approximately $700 million in
additional private and public funds. The combined effort would finance the
redevelopment of 700-900 of the City’s most distressed public housing units, and
encourage the development of 300 new affordable homes and 700-900 new market-
rate homes and condominiums.

The funding for the bond would come from a combination of sources including $5
million per year in General Fund contributions and tax revenue (property tax, transfer
tax and construction-related sales/payroll tax) from the redevelopment of the HOPE
SF sites as mixed-income communities. In October 2007, the Budget and Finance
Committee agreed with the HOPE SF plan and released $3.5 million of the $5 million
on reserve. The $95 million in capital funds will be placed in a special HOPE SF fund.
The Mayor’s Office of Housing will allocate those funds on a competitive basis in
partnership with the San Francisco Housing Authority and other city agencies. To be
eligible for HOPE SF funds, developers would be required to follow the HOPE SF Task
Force’s revitalization principles, including one-for-one replacement of all public
housing units.

This first phase of funding will have a profound impact on the SFHA’s repair budget.
By replacing 700-900 units (approximately 1/3 of the SFHA’s most distressed housing
stock), this funding will reduce capital repair needs by $45-$50 million. In addition,
the SFHA is working on a joint venture at Rosa Parks to create 100 units of new
affordable senior housing and renovate that development, reducing SFHA repair
needs by another $10 million. Collectively these efforts will reduce the SFHA’s
Capital Needs by over 20%.

Done/Ongoing Adopt a comprehensive housing-based work A Workforce Development Center located at one of the permanent supportive housing
program for homeless individuals. sites (Boyd Hotel) will provide employment opportunities for the recently-housed.
This new Center is expected to open in Fall 2008.

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Status Policy Update
Done/Ongoing Implement a new Serial Inebriate Program The Department of Public Health (DPH) is the lead agency for the services provision
(SIP). within the Community Justice Center - a community-based court that will provide
both accountability and social services to those who have been charged with
misdemeanor or non-violent felony offenses in the neighborhoods of the Civic Center,
Tenderloin, South of Market & Union Square. This is a collaborative effort between
the community, the government and the judicial system and is targeted to "high
need" offenders in the criminal justice center, which traditionally includes serial
inebriates. The CJC will use a team approach, including the participation of social
service assessors and providers along with traditional criminal justice system
participants. This system will create better outcomes for the public, victims and
offenders.

A community advisory committee will be announced in the fall of 2008 and regular
town halls will be held to incorporate community feedback in the planning process. A
court has been designated for CJC use at 575 Polk and the City signed a lease for 555
Polk where the social services will be housed. The CJC will open in the spring of 2009,
pending the completion of tenant improvements at 555 Polk.

Done/Ongoing Create a Teacher Housing program. FY08 budget provides $1 million in funds for first-time homebuyers who are
teachers. Teacher downpayment assistance program launched September 2007.

Done/Ongoing Housing First: Create and Implement the 10- The Mayor created a 10-Year Plan Council which released its report on June 30, 2004.
Year Plan for Ending Homelessness. The 10-Year Plan commited to developing 3,000 new supportive housing units for the
chronically homeless, more money for SSI advocacy, ex-offender re-entry, and after
care. To date, 1,090 supportive housing units have been added and another 1,735
units have received funding commitments and are in construction or active pre-
development. From Jan. 2004 to Jan. 2008, 4,381 formerly homeless individuals
have been placed into permanent supportive housing. SSI advocacy services will be
expanded in Spring 2008.
In January 2008, the Mayor appointed Dariush Kayhan as the City's Homelessness
Policy Director, to direct the City's homelessness policy through coordinating with
multiple city departments and the Homeless Ten-Year Plan Council. The Mayor
created this position to support the City's continued prioritization of this arena.

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Status Policy Update
Done/Ongoing Housing First: Increase permanent 'In February 2005, the Mayor dedicated 33 units at the Mary Elizabeth Inn for women
supportive housing for women. leaving the emergency shelter system. In Fiscal Year 2008-09, HSA is working to
identify a location, select a provider and open a masterlease Single Room Occupancy
(SRO) hotel to serve homeless women. This will add approximately 65 units of
housing exclusively serving homeless women to a portfolio that welcomes women
tenants at every site. (In February 2005 HSA also reported having moved 228
women from the emergency shelter system into permanent supportive housing. This
was an approximation based only on Care Not Cash placements during a discrete
time period. Because HSA does not routinely track housing placements by gender and
because there is no database for tracking placement demographics, the number of
homeless women placed into housing cannot be updated.)

In Progress Reuse surplus publicly-owned lands for Consistent with Board of Supervisors legislation, the Mayor's Office of Housing (MOH)
housing. has established a surplus property citizens' advisory committee (CAC). MOH currently
holds title to approximately 15 surplus property sites, all of which have been analyzed
for suitability for affordable housing by the CAC. MOH received a preliminary list
from the Dept. of Real Estate of potential sites to be evaluated by the CAC for
housing suitability.

In Progress Reuse large grocery store and selected gas The Planning Department has completed a paper on the appropriate reuse of large
station sites by updating zoning to create commercial/under-utilized lots for housing, and is completing a report recommending
incentives for new development with housing policy and legislative changes that will encourage reuse of sites. SPUR is helping with
and improved ground floor shops & services. the legislative process. Policies are being implemented as specific sites become
available. Mayor's Office of Housing has begun the initial implementation discussions
with MOEWD.

In Progress Redesign our homeless shelter system. In his 2008 inagural address, the Mayor pledged to redesign the shelters in order to
expand medical respite beds and to institutionalize the Project Homeless Connect
service delivery model.

In February 2008, the Mayor announced the resdesign of the city's two largest
emergency city shelters - Next Door and Multi-Service Center South. The redesign
efforts will focus on expanded medical respite and placement of onsite supportive
services.

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Status Policy Update
In Progress Reform the City's foster care system. ‘HSA is implementing a number of reforms to improve outcomes for children and
families involved with the child welfare system. These include continued
enhancements to the WRAP foster care model which includes providing intensive in-
home (or low-level out-of-home care) services to children. This model now includes
Therapeutic Foster Care for those youth who do not need the intensive services of
WRAP and a Multi Dimensional Therapeutic Foster Care (MDTFC) model that will
provide services to youth who can be reunified with their caretaker after 6-12 months
of intensive intervention in a foster home. The MDTCF model is an evidenced-based
program proven to successfully reduce re-entries into care for both Probation and
Child Welfare children. HSA has also partnered with the Juvenile Superior Court to
develop a Drug Court for families involved in the dependency system. This program
requires parents who have substance abuse problems to participate in structured
drug abuse treatment, report progress to the juvenile court on a regular basis and is
centered on a team of professionals who provide support and accountability for the
family. A comprehensive visitation program has been developed that provides
therapeutic visitation to families in need of intensive parenting interventions,
community based supervised visits that occur in the Family Resource Centers, an
increased focus on relationships between out-of-home care provider and birth parents
and trial home visits leading up to a safe reunification plan. The focus on Incarcerated
Parent and how to continue providing for this population in ways that create
connections when appropriate for child and parent continues to be supported by a
grant by Zellerbach Foundation and the work of the SF Children of Incarcerated
Parent Partnership. An effort to include families in decision making started with the
Team Decision Making meetings and is continuing as we develop ways to include
families not only in placement decisions but also case planning activities. The SF CAN
DO initiative is working on ways that families involved in multiple systems can be
included in case planning discussions that will result in a joint case plan for the family
that will meet multiple agency needs and help the family improve functioning.In FY
2008-09, HSA has initially increased its transitional housing program for emancipating
foster youth to support 127 units, up from 104 in the prior year. HSA will add more
units if the State budget provides for additional program funding. HSA's original plan
was to increase the program to 200 units but was contingent on State funding that is
not likely to materialize. In FY08, $500,000 was allocated to the Transitional Youth
Task Force to assist youth who are emancipating from foster care. HSA continues to
focus on adoptions for older youth as a result of the $750,000 3 year grant from the
State. We are slowly but surely increasing the number of youth who are being
adopted by beginning strategies that include family finding, multi-disciplinary
meetings to discuss plans for individual youth who have been in care over 3 years,
and enhanced training about permanency for all social workers. We are also
participating in a strategy of change sponsored by Casey Family Services known as
“Breakthrough Series”. This change process will allow us to work with counties across
CA and the U.S. (21 in all) to develop strategies that increase permanency for youth
through safe reunification with their families.

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In Progress Create an Alcohol Impact Area to address In 2007 the Mayor's Office began working with city agency stakeholders to identify
community-based chronic inebriate and new strategies to address increasing chronic inebriate challenges. In February 2008,
public safety issues. the Mayor's Office appointed an Enforcement Task Force with members from
Planning, the Police Department, Fire Department, Department of Public Health, the
City Attorney's Office, and the District Attorney's Office to identify the key code
violations in off-sale liquor stores and create a coordinated strategy for addressing
consistent problem stores, starting in the Tenderloin and SOMA neighborhoods.

In the summer of 2008, the Mayor’s office worked closely with Tenderloin off-sale
liquor establishments and community organizations in solving problems associated
with chronic public inebriation in the Tenderloin. As part of his alcohol policy platform,
Mayor Newsom asked Tenderloin grocery stores to sign a voluntary Good Neighbor
Agreement (GNA). In July 2008, more than 25 representatives from both off-sale
liquor stores and community organizations came together and agreement upon a
tentative framework for the GNA. As of August 29, 2008, 16 Tenderloin grocers have
returned signed GNAs.

In signing the GNA, grocers have agreed to: refrain from selling alcoholic beverages
between the hours of 6:00 a.m. until 8:00 a.m. daily; refrain from selling or giving
away plastic or paper cups in quantities of 4 or less; refrain from selling individual
scouring pads made from steel wool or copper which are commonly used for cleaning
dirty dishes; sell single containers of alcoholic beverages in clear plastic carry-out
bags; refrain from selling single containers of alcoholic beverages in single paper
bags; refrain from serving as a payee for Supplemental Security Income or other
public assistance checks; and refrain from extending credit to customers for alcohol
purchases.

The GNA will be implemented on a three month trial basis, beginning on September
1, 2008, and ending December 1, 2008. Pending the end of the trial period, the
Mayor’s Office will convene with grocer and community representatives to discuss the
progress of the agreement. The Mayor’s office is currently in the process of putting
together an educational packet for distribution at Tenderloin grocery stores and
community organizations that will consist of information regarding the GNA, SSI, and
a dedicated telephone number for reporting GNA violations. GNA placards will also be
distributed to those Good Neighbor stores that sign the agreement.

In Progress Create a phasing strategy for developing the The Transbay Redevelopment Plan has been adopted. The phasing strategy for the
former Embarcadero Freeway lands, redevelopment of Caltrans parcels is underway. Additional parcels are being prepared
beginning construction within one year of for sale as Caltrans vacates them. Also the Planning Department is re-zoning the area
adopting Transbay Redevelopment Plan. around the terminal itself to create even more land value for the project.

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In Progress Home 15/5: Build 15,000 new housing units The Mayor announced the HOME 15/5 initiative on August 3, 2005. This initiative
by 2010. established a goal of 15,000 new homes to be built by 2010, including 5,250 new
homes affordable primarily to low- and very low-income families. This will be the
highest number of new homes (and affordable homes) built per year ever in the
history of San Francisco. This initiative also included a 5-point plan to install new
leadership at the City Planning and Building Inspection departments and remove
impediments to development. Between 2000 - 2005, 11,400 units were added or
1,896 per year. In 2005, 6,602 entitlements were provided. In 2006, 6,416 units
were entitled, 3,737 were permitted. In FY07-08, the budget for affordable housing is
$226 million, an increase over the $210.7 million in the 06-07 budget and the $134
million in the 05-06 budget.

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Policy Area: 02. Clean and Green Count: 78


Done Livable City Initiative: Create a streetscaping 'The Mayor announced Phase II of the "Clean and Green Initiative" in August 2005,
program to focus public and private with specific streetscaping plans in several neighborhoods. DPW completed greening
resources on landscaping targeted on Lombard streets and Van Ness Avenue. Federal funds have been approved for
commercial profect areas. 19th Avenue and other locations citywide. The FY 05-06 and FY 06-07 budgets
included funds for the local Greening initiative and a special appropriation funded
improvements on Junipero Serra Blvd.

DPW planted 167 median trees and about 90 shrubs along Junipero Serra Blvd. The
Harrison and 8th Street off-ramp improvements were completed with support from
Oracle Inc. Oracle's contribution will provide ongoing maintenance. Improvements to
the Mission/Otis/Duboce off-ramp have been approved by Caltrans. The
Mission/Otis/Duboce project is still seeking a sponsor. The Alemany near Ellsworth
off-ramp project is in the conceptual design phase and is seeking a sponsor.

Done Livable City Initiative: Develop a The City worked with PROSAC and other open space advocates to draft a
comprehensive open space plan for acquiring comprehensive land acquisition policy. It establishes guidelines for the use of
and maintaining open lands. acquisition funds and a commitment to work with City Planning to amend the High
Need Areas maps in the Open Space Element of the General Plan to reflect current
conditions. The Rec & Park Commission approved the policy in May 2006.

On November 15, 2007 the Mayor launched his Open Space Task Force coordinated
by the Neighborhood Parks Council. The task force is charged with creating a vision
for the planning of San Francisco's open spaces in the 21st Century. The task force
will help develop a comprehensive plan for acquiring and maintaining open lands.

Done Livable City Initiative: Establish a pavement The Shotwell Street pavement removal pilot project is complete. A new over- the-
removal and greening program. counter permit ("sidewalk landscaping permit") allows individual property owners to
landscape their sidewalks. This permit was made available in Spring 2006. A
partnership between the Department of Public Works, Planning Department, and the
Strybing Arboretum is currently preparing for a Sidewalk Planting Manual, a user-
friendly guide to sidewalk planting complete with a list of climate-appropriate plant
materials. The development of this Manual is coordinated effort with the Mayor's
Sidewalk Inspection and Replacement Program, which is replacing thousands of
blocks of broken and unsafe sidewalks across the city. The Manual and accompanying
program is planned to be released by Fall 2008.

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Done Livable City Initiative: Establish a capital The Mayor's 05-06 budget earmarked $12.3 million for greening capital projects
improvement fund for each Supervisorial distributed among a variety of citywide projects. The Mayor reformed the
District for streetscapes, traffic calming, Neighborhood Beautification Grant program to include "Community Challenge Grants"
pedestrian safety, and other uses. that enable groups of neighbors to join together to apply for funding for streetscaping
projects in their neighborhoods. This grant program has awarded hundreds of
thousands of dollars to dozens of neighborhood projects. In 2008, a new and
improved selection criteria was added to the Community Challenge Grant program,
placing emphasis on projects near public housing and designated art corridors, and
thosethat are environmentally sustainable in the planning, designing, constructing
and long-term care.

Done Street repair services: Create new The Department of Public Works (DPW) drafted these guidelines, and they were
restoration guidelines that require any approved by the Board of Supervisors in July, 2007. The regulations that went into
agency responsible for tearing up the street effect in August 2007 will increase the longevity of pavement and will dramatically
to return the pavement to as-good or better improve the condition of streets over time.
condition than when they found it.

Done Accelerate completion of Octavia Boulevard. Octavia Boulevard opened to traffic October 2005.

Done Create a Clean Technology Council to In November 2005, the Mayor's Office created a Clean Technology Advisory Council
advance the creation, adoption, and use of (CTAC), whose members represent clean tech venture capital, regional clean tech
clean technology in San Francisco. businesses, and academic leaders. In Fall of 2006, the Mayor's Office of Economic
and Workforce Development hired a Clean & Green Business Advocate dedicated to
developing the clean technology sector in the city. Working together MOEWD and
CTAC are successfully attracting clean technology businesses and jobs to San
Francisco, as well as leveraging the City's purchasing power in order to make San
Francisco a more sustainable City.

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Done Work with state representatives to change AB 2573, (Assemblyman Mark Leno) passed by the California Legislature and
policies in order to allow for reasonable costs approved by the Governor in September 2006, provides significant expansion of new
of solar retail wheeling across PG&E’s tools for the city to develop its solar power program. The law allows San Francisco to
distribution system. produce surplus power at remote sites anywhere in the state of California and be
compensated for the equivalent energy at other municipal sites. The city effectively
swaps energy produced by solar facilities at one site, for energy used at another site.
The law ensures that San Francisco can be credited for solar energy produced at
remote sites at a fair price. The charge for transmission and distribution is restricted
to rates and rules outlined in the Interconnection Agreement (IA) that ensure charges
are only applied to actual costs of the program.

Done Shut down the Hunters Point Power Plant by The Power Plant shut down in May 2006, following completion of the Jefferson-Martin
spring 2006. transmission line. 104 new jobs were created to deconstruct power plant, starting
with 29 through the Mayor's CityBuild program. Shutting down the plant has
improved air quality in the Bayview Hunters Point community, where residents have
the highest hospitalization rates for asthma (for all age groups) in the State of
California. Over 50 schools are within a three-mile radius of plant

Done/Ongoing Support environmentally sustainable park As of June 2008 all upgrades for Pine Lake have been completed. Lake Merced does
uses, such as lake restoration at Lake not have a Master Plan however, RPD is working with the PUC to create a watershed
Merced, Mountain Lake, and Pine Lake. plan to guide future improvements at the lake. The S.F. PUC has generally improved
the water levels at Lake Merced through the implementation of the new Lake Level
Management Plan. Water levels are up significantly, and by the end of this three-year
plan, there will be a dramatic enhancement of the lake level. Mountain Lake has
enjoyed major improvements, especially maintenance and habitat improvements
through the collaborative efforts of volunteers and staff. This work is ongoing through
the Rec & Park Capital Plan and in conjunction with the PUC.

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Done/Ongoing Give park restrooms a high priority. RPD's Performance Measures demonstrate a clear improvement in restroom
cleanliness --PM #18 Restroom Rating: FY07-08 Actual = 91% This is a 3% rise over
FY 06-07 and positions the Department above our 90% Performance Target. PM #20
Restroom Cleanings FY07-08 Actual = 98% This is a 13% rise over FY 06-07. The
marked improvement in both of these Performance Measures is directly attributable
to the increase in custodian staff that RPD received in the FY07-08 Budget. These
new staff created a Restroom Task Force with the charter to develop
recommendations to improve the safety, sanitation, and access to public restrooms
throughout the Department's parks. The task force will build on the work already
accomplished by the Operations Plan (on the same issue) that resulted from the
Department's strategic planning process. The task force recommendations will
support the Department's goal of improving public restroom operation and availability.
In the Fiscal Year 07-08 Budget, 35 custodians were added to the Recreation & Parks
Department to assist in maintaining clean restrooms at parks. Finally, free-standing
restrooms have been prioritized in the Feburary 2008 Recreation and Park Bond. As
a result of the RPD Bond (passed in 2/2008), the department will renovate or replace
all of the free standing restrooms, based on prioritization done by the Task Force.

Done/Ongoing Support ParkScan, a user-friendly technology In February 2008, RPD went "live" in the 311 Customer Service System and is now
that lets park enthusiasts easily acting on customer service requests received directly from 311. RPD has worked
communicate to the Rec and Park with NPC and 311 to link ParkScan directly to 311 so that ParkScan requests are fully
Department service requests for integrated into the 311 architecture for seamless customer service in parks.
neighborhood parks.

Done/Ongoing Improve the public outreach process for RPD is holding tri-annual meetings in each of its eight Neighborhood Service Areas to
capital projects and public meetings. receive public input. The department's Planning Division is providing assistance to the
Capital Division in the outreach for the projects included in the 2008 GO Bond. The
Capital Improvement Division has issued a Final Draft of its Community Outreach
Manual for Project Directors and staff. The Outreach Manual is a document intended
for internal use, which includes standardized procedures for managing public
outreach and provides samples and templates of various public documents to be used
to gather, organize and distribute information about the Capital Program. The
purpose of this document is to promote clear, concise and consistent dialogue
between our division and our project stakeholders. Through March of FY 05-06, the
Recreation and Parks Department has held 67 publicly noticed meetings with a total
of 1,258 public participants. In FY 2009, the Planning division of RPD will manage
stakeholder engagment for the department, a result of the passage of the 2/08 bond.

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Done/Ongoing Give playgrounds a high priority. The 2008 GO Bond includes funding to renovate 11 playgrounds including Chinese
Recreation Center, Mission Playground, Palega Recreation Center, Cayuga
Playground, McCoppin Square, Sunset Playground, Fulton Playground, Mission
Dolores Playground, Cabrillo Playground, Lafayette Park and Kimball Playground.

Done/Ongoing Ensure gardening staff maintain healthful, Gardener testing -- including a practicum -- for all new 3417 hires continues and has
safe work practices and have training or raised the entry level competency of new gardeners. Additionally, improved on-the-
tested knowledge of plants and trees, job training provided by 3422 Park Section Supervisors for 7501 Environmental
landscaping and gardening, equipment use, Service Aides has resulted in several 7501s successfully competing for promotional
and pest management. opportunities as new 3417 gardeners.

Done/Ongoing Solicit private-sector pro-bono help in A good example fo success in volunteer use has been the Mounted Park Patrol
management consulting, fundraising, grant Volunteer Program has been an overwhelming success -- very effective and popular
writing, strategic planning, volunteers, and with the public. Mounted Volunteers are in GGP every weekend and most legal
conflict resolution for parks programs. holidays. In addition, under SF Connect, the Rec & Park Department is working with
the Mayor's Office on the Green Connect designs for parks, streets and squares, as
well as other departmental, union and non-profit community partners to develop how
best to connect volunteers to parks. Specifically, current meetings focus on
strategies to best highlight and expand the existing RPD volunteer program in a web-
friendly format. By August, Green Connect proposed goals are: 1) Post a calendar of
events to facilitate volunteer registration; 2) Highlight particular parks with park
maintenance and improvement plans, and 3) Provide a standard orientation session
for individual volunteers.

Done/Ongoing Renovate San Francisco's athletic fields. The partnership with the City Fields Foundation to renovate city athletic fields
throughout the City still continues. The 2008 GO Bond includes $8.5 million for
playfields renovation. The findings of the Playfields Taskforce convened earlier this
year to assess the health, social and environmental impacts of synthetic playfield is
on-going. Once the findings are published, it is hoped that the implementation of the
plan will resume.

Done/Ongoing Accelerate the construction timeline of With the completion of the renovations to the Hamilton Recreation Center in the 4th
already-planned park revitalization projects Quarter of 2009, all but one of the Phase I - 2000 Neighborhood Park Bond projects
financed by the parks bonds passed in 2000. will be completed. The exception is the Chinese Recreation Center which required
additional funding from the 2008 GO Bond and is expected to be complete in 2010.
Planning has commenced on the first phase of the 2008 GO Bond projects.

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Done/Ongoing Develop a joint-use agreement between the The General Manager, with the assistance of the Mayor's Education Advisor, will
school district and Rec and Park. continue the discussion with the new Superintendent of Schools. We created a
partnership agreement between schools & CCSF. Through the work of Mayor's Open
Space Task Force, a mapping of specific schoolyard locations within areas identified
as having lack of open space will inform prioritization of this partnership. In addition
RPD and SFUSD undertook a pilot project -- "Schools as Community Hubs Pilot
Project" -- in FY07-08 wherein 11 SFUSD playgrounds (one in each Supervisory
District) are opened to the community on weekends during the academic year. This
pilot project ended in June 2008, was evaluated by all parties as a success and is now
continuing in FY 08-09.

Done/Ongoing Direct the S.F. PUC to investigate innovative Wetlands technology, "green roofs" and watershed management are part of the
treatment technologies, such as use of small Wastewater Master Plan currently under development by the SFPUC.
treatment plants and wetlands technology.
In May 2008, the Mayor joined Speaker of the House Nancy Pelosi, U.S.
Environmental Protection Agency Regional Administrator Wayne Nastri, and SFPUC
General Manager Ed Harrington in announcing a new $8 million USEPA grant to fund
innovative water security and drinking water contamination early detection systems
for the SFPUC water system. The grant funds will allow the SFPUC to pilot monitoring,
sampling, detection, and early warning systems that could serve as a model for other
water systems across the nation. This will support SFPUC’s development of a 30 year
water quality protection plan to evaluate emerging potential contaminants and
treatment methods to ensure SF continues to deliver the nation’s highest quality tap
water.

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Done/Ongoing Create five-year energy efficiency plans for SFPUC adopted and funded the Clean Energy, Clean Air Initiative. (Res. #04-0107)
key city departments. · Muni Clean Energy Clean Air Program - Completed technical energy audits in 20
MUNI facilities representing 2 million square feet; identified lighting and heating-
ventilating energy efficiency measures with 4.1 million kWh/yr and 33,000 therms/yr
energy savings; completed assessment of traction power energy efficiency
opportunities that identified over 530,000 kWh/yr in energy savings.
· San Francisco International Airport - Launched the SFO Clean Energy Clean Air
Program that established the SFO-SFPUC inter-departmental partnership, SFO energy
team, engineering consulting team and preliminary audit scope; completed on site
energy survey of central plant, HVAC and lighting within the domestic and
international terminals representing 8.5 million square feet of building space.
· SFGH Emergency Generator and Central Plant Project - Completed central plant
energy monitoring and audit. Completed project analysis, scope and cost estimate.
Estimated savings at $1.3 million per year.
· SFGH Chiller Replacement Project - Completed energy efficient design and
specifications and $1.8 million financing for energy efficient chiller replacement.
Construction complete and commissioning in progress by August 2006.
· Port - Completed draft Clean Energy Plan and preliminary energy assessment for
Port paid and tenant accounts. Signed Letter of Intent with Port to perform technical
energy audits at 18 Port facilities. Estimated savings at 3 million kWh/yr or
$350,000/yr.
· PUC Water System Improvement Program - Identified significant demand savings
opportunities by using optimized pumping and energy efficient pump station design.
Potential savings of $400,000 to $500,000 annually or 17% to 20% of CDD's annual
electric charges.
· Asian Art Museum - Completed site survey and preliminary list of energy efficiency
measures with significant energy saving opportunity due to simultaneous heating &
cooling of the museum.
· Moscone Center South - Completed and commissioned HVAC controls project at
Moscone Center South that will save the City almost 800,000 kWh per year and
increase automation of the convention center.
· PUC Moccasin Energy Efficiency - Completed scope for energy efficient lighting,
HVAC and building envelope energy efficiency retrofits. Cost and savings estimated at
1.3 million kWh/year, 168 kW (lighting only).

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Status Policy Update
Done/Ongoing Carefully consider the recommendations of The City is making progress on several fronts to meet goals of the Climate Action
the Climate Action Plan. Plan, which is focused on increasing energy efficiency and renewable energy in San
Francisco.

The Mayor issued an Executive Order in August 2005, directing departments to


redouble their efforts toward energy conservation to reduce municipal energy
consumption by 10%, in advance of the 2012 target set in the Plan.

Additionally, programs under the SF Peak Energy Program, a partnership between


PG&E and the Department of the Environment, have reduced peak energy demands
in San Francisco by 10 megawatts as of December 2005, and the program has been
extended through 2008.

The City has installed solar panels at Moscone Center and at the Southeast Water
Treatment Plant, on 40 residences and community buildings in the city’s southeast,
has identified over 300 potential new sites for residential solar installations, and has
streamlined the solar permitting process. A new solar photovalic (PV) system at Pier
96 was completed in January 2007.

On December 12, 2007 the Mayor proposed an ordinance dictating green building
standards on new buildings that are the toughest in the nation. The ordinance
applies to new commercial building over 5,000 sq ft, residential buildings over 75 feet
in height, and renovations on buildings over 25,000 sq ft. The ordinance is expected
to achieve by 2012: reduction of CO2 emissions by 60,000 tons, power savings of
220,000 megawatt hours, and increased green power generation by 37,000
megawatt hours.

A proposal on December 12, 2007 would offer companies and residents government-
funded loans and rebates to offset the costs of installing solar panels.

On December 18, 2007 the Mayor announced the creation of the San Francisco
Carbon Fund. This is a first-ever city-based carbon offset program that funds only
local activities. The fund will support energy efficiency projects and solar panel
installations for low-income housing, as well as biodiesel conversion programs that
support the conversion of waste into fuel. Executive Directive 07-13 directs the
Department of the Environment to implement this
program.

In April 2008, the Mayor announced San Francisco’s 70% recycling rate – one
of the highest in the nation. Diversion, which includes recycling, composting, and re-
use, has also increased in San Francisco from 35% in 1996 to 70% currently.
The Mayor plans to build upon this commitment to waste reduction with legislation
that will get San Francisco to a 75% recycling rate and ultimately support the 2010
Climate Action Plan Goal. The proposed legislation may require: all landlords provide

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Status Policy Update
adequate recycling and composting for their tenants; businesses that sell items to
allow the public to deposit small amounts of recyclables and trash in their
receptacles; event organizers to provide recycling, composting, and trash
receptacles; and materials accepted in recycling and composting programs to be
banned from the landfill transfer station

Done/Ongoing Livable City Initiative: Improve storefront In FY 08-09, The Mayor's Office of Community Investments (MOCI) will be increasing
facades. the SF Shines budget to $861,000 through a funding partnership with OWED and
SFRA that will increase the capacity of the program to implement 11 new façade
projects and up to 5 tenant improvement projects on 3rd Street in the Bay View
Hunters Point, and 8 new façade projects in other low-moderate income
neighborhood commercial districts in San Francisco.

The SFRA Sixth Street Economic Revitalization Program has committed $1,767,447 to
17 façade and 14 tenant improvement projects that are underway/in the pipeline.
From 2003-2007 the Sixth Street Economic Revitalization Program expended a total
of approximately
$ 536,556 on 34 completed facades and 9 tenant improvement projects.

In FY 07-08, MOCI's SF Shines Facade Improvement Program had 9 projects in the


program, 1 of these projects completed construction by the end of June 2008.

The City obtained a $500,000 loan/grant from Wells Fargo for San Bruno Avenue
façade improvement work. Building façades along Market from Powell to 8th Street
are currently going through improvement planning. A conceptual façade improvement
strategy is being finalized, and DBI and City Planning are working to identify
storefronts that are in violation of City codes as leverage for immediate facade
improvement. A Similar strategy is underway for corner storefronts in Tenderloin.

Done/Ongoing Livable City Initiative: Create a street design The Mayor assembled an inter-departmental working group to incorporate greening
team with MTA, DPW, DPT and Planning into all neighborhood revitalization plans. This working group - comprised of all key
personnel to work with neighborhoods to departments involved in street design, maintenance, and improvement - now meets
create streetscape improvements. regularly to coordinate on street design and management. The Planning Department
is collaborating with several agencies on the Citywide Streetscape Master Plan toward
design standards for street improvements; with MTA on the Pedestrian Master Plan to
improve pedestrian safety, mobility and walkability throughout the city; and with DOE
on an Urban Forest Plan for the maintenance of the City’s trees.

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Done/Ongoing Require that by the year 2010 all of City The SFPUC Clean Energy Clean Air Program includes:
government’s power come from clean, * A five-year plan for effective energy management and renewable energy.
renewable sources. * The Demand Relief Partnership Program – Achieving load reductions of up to five
megawatts on 14 different occasions in August and September, a 25% reduction in
its peak power demand, resulting in the second largest and the only municipality
contribution to the program.
* Energy Accounting – System will increase the staff’s knowledge and ability to select
and track energy efficiency and generation projects, and to provide better service to
its customers.
* Treasure Island – Provided recommendations to Mayor’s Office on “Treasure Island
Revised Sustainability Plan” and Arup’s "Energy Strategies" report.
* Design Review Program – Provided energy efficient assessments and design
recommendations for capital projects in City facilities to support measures beyond
Title 24 state energy code, and energy-related credits under the LEED green building
rating system for: 1 South Van Ness, SFO’s Westfield Cargo building, SFPUC’s
Departmental Operations Center.
*Coordinated with SFE and DPW/BOA on the Resource Efficient Buildings (REB) Task
Force on Green Buildings Ordinance implementation, identification of capital projects
in the near future, and training and outreach to City departments.
*Climate Action Plan – Represented SFPUC on Climate Action Plan interdepartmental
task force. Reviewed scope of work for 3rd party (ICF) verification of emissions
inventory. Gathered data for emissions inventory. Reviewed, commented on
California Climate Action Registry, Chicago Climate Exchange documents.
*General Fund Program (Mayor’s Energy Conservation Executive Order) – Worked
with the Mayor’s Office, SFPUC GM’s office, and AGM to design and distribute
information and reporting package to departments which included: report format;
compilation of energy efficiency best practices; energy use data report.
*Renewable Energy – Solar projects have been planned for the next 10 years,
providing for the addition of 1 MW of solar energy per year. In February 2007, SFPUC
issued an RFI to explore plans to add 35 megawatts of renewable energy.
*Community Choice Aggregation – In FY07, the Mayor announced $5 million in the
City budget to fund CCA. In June 2007, City adopted CCA Program Description and
Revenue Bond Plan and Draft Implementation Plan. Plan provides for issuing RFP for
urban renewable generation and sets the basis for a future $1.2 billion revenue bond
for new green power facilities for San Francisco.
*City Solar Projects - In May 2008, the SF Public Utilities Commission’s authorized
new projects that will create at least five megawatts of new solar energy generation
at City-owned facilities. The new projects atop the newly seismically-retrofitted
Sunset Reservoir and the Pier 96/Norcal Recycling Center will increase municipal solar
energy generation in SF by more than 300% from two megawatts to seven
megawatts. The solar energy generated by photovoltaic systems at the two facilities
will be developed and operated under a ‘Power Purchase Agreement’ between the
SFPUC and Recurrent Energy. This approach will allow SFPUC to more rapidly develop
large-scale solar projects, take advantage of federal tax credits not directly available

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Status Policy Update
to the SFPUC, and generate solar energy at a better rate.
*In July 2008, the Mayor Issues Executive Directive 08-08 directing DBI and Planning
to expedite permitting and minimize costsfor the installtion of municipal (as well as
residential and commercial) wind generation turbines and encouraging City
departments to incorporate wind turbines into design of City facilities whenever
possible.

Done/Ongoing Work with the PUC and neighborhood and SFPUC approved a short-term $150 million capital improvement program for the
environmental groups to create a plan to most urgent wastewater and storm-related needs in 2005. The SFPUC held
rebuild the sewer system to the highest Commission Workshops in October 2005 on the new 30-year Wastewater Master
possible standards. Plan. Engineering studies and a public outreach campaign have been underway since
early 2006. SFPUC launched three new water pollution prevention programs to
protect the SF Bay and surrounding waters: 1) Only Rain down the Drain: to stop
illegal dumping of toxins; 2) FOG program that helps reduce the fats, oil and grease
that can clog sewers. SFPUC partnered with local restaurants on this program; and 3)
SFPUC implemented a permit program that will minimize the discharge of mercury-
containing dental amalgam from dental office in the City’s sewer system.

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Done/Ongoing Livable City Initiative: Pursue green building In August 2006, the Mayor announced creation a "Green Power Community" at the
standards. site of the former Hunters Point Shipyard, where 100% of the power will come from
renewable power.

The Mayor signed legislation requiring Leadership in Energy and Environmental


Design (LEED) Silver standards in all construction for City buildings. The California
Academy of Sciences will be rebuilt using the higher LEED Platinum standard. The
Department now uses a protocol for implementation of green building standards for
all designs in the Capital Plan. Planning, DBI, SF Environment, and DPW have
established priority permitting and streamlining for projects that agree to achieve a
LEED Gold standard.

In August 2005, San Francisco won $300,000 in grants from Green Communities, a
project of the Enterprise Foundation and Global Green/NRDC to integrate green
principles into the design and construction of affordable housing. In June 2007 the
Mayor's Task Force on Green Building issued comprehensive long-term plan for green
building efforts.

In April 2008, the Mayor, city and state officials, community leaders and residents
attended the groundbreaking for the EcoCenter at Heron’s Head Park, the first 100%
off-grid building in San Francisco and landmark environmental initiative in Bayview
Hunters Point. EcoCenter’s innovative features include: solar panels and a wind
tribune to meet all electrical demands of the building; wastewater treatment that
utilizes a series of wetland cells and ultraviolet sterilization lamps to treat wastewater
and recycle treated water for landscape irrigation; green ‘living roof’ to reduce
building needs for heating and cooling; structurally insulated panels to provide high-
energy efficiency and strength in the walls and roof; native landscaping to promote
water conservation; and fixtures constructed from reusable material.

In August 2008, the Mayor signed an ordinance that imposes strict new green
building requirements on newly constructed residential and commercial buildings, and
renovations to existing buildings. The ordinance specifically requires newly
constructed commercial buildings over 5,000 sq ft, residential buildings over 75 ft in
height, and renovations on building over 25,000 sq ft to be subject an unprecedented
level of LEED and green building certifications, which makes SF the city with the most
stringent green building requirements in the nation.

Some of the significant cumulative benefits this ordinance is expected to achieve


through 2012 are: reducing CO2 emissions by 60,000 tons, saving 220,000 megwatt
hours of power, saving 100 million gallons of drinking water, reducing waste and
storm water by 90 million gallons of water, reducing construction and demolition
waste by 700 million pounds, increasing the valuations of recycled materials by $200
million, reducing automobile trips by 540,000, and increasing green power generation
by 37,000 megawatt hours.

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Done/Ongoing Expand recreational opportunities in parks. The Rec & Park Department has embarked on a two-year partnership with DCYF to
experiment in a 'collaboration model' for planning and delivering quality recreation
and leisuretime options to the community. Five Rec & Park recreation facilities have
been identified throughout the City as pilot sites for this recreation model. DCYF has
competitively identified and funded five community-based organizations (CBOs) to
partner with Department recreation staff at these sites. CBO and RPD personnel have
formed collaborative teams that will plan and deliver a wider range and higher quality
of recreation options to the surrounding neighborhoods than either would be capable
of doing separately. The five RecConnect sites 'opened their doors' on July 1, 2006
and have been in full operation since September 2006. The Fiscal Year 07-08
budget includes a $60 million public-provate initiative to construct synthetic turf
playfields at parks throughout the City. RPD and DCYF are undertaking an evaluation
of this pilot program with findings and recommendations ready in Spring 2009 which
will inform how this recreation collaboration will continue in the future.

Done/Ongoing Promote and support innovative efforts that The department continues to develop the guidelines for the $5 million community
leverage park bond money with private opportunity fund included in the 2008 bond. The Capital Improvement Program has
contributions to rebuild parks and secured $95.0M in grants for various 2000 Neighborhood park projects. With the
playgrounds, as well as seek grants to approval of the new 2008 GO Bond, the Capital Division has expanded its search for
provide green spaces and recreation facilities local, federal and philanthropic grants to include potential funding for natural areas,
and to complete the capital plan. recreational programming as well as improvements to the physical facilities. In
addition, Trust for Public Land's "Parks for People" campaign leveraged City funds
and was able to secure a total total of $8 million for three parks: Hayes Valley
Playground, Boedekker Park, and Balboa Park. In March 2008 a Playfields Taskforce
was convened to assess and make recommendations about the social and
environmental and social impacts of playfields. The 2007-08 budget included $8.5
million for this effort. Already completed are Garfield and Silver Terrace. Next in line
are Crocker-Amazon Playground, South Sunset Playground, Kimball Playground, and
new lights installed at Franklin Square’s existing turf field. The program will allow
these fields to be used more intensively and year-round, dramatically increasing the
number of hours of use each year. The Dave Matthews Band announced its
contribution to the Sunnydale Playground in February 1, 2005. The Rec & Park
Department hired a grant writer in 2003 focused on capital project grant
opportunities; the SF Parks Trust seeks such funding on behalf of the Department, as
well. In 2004, Home Depot contributed to the creation of the new recreation complex
in the lower part of the Sunnydale Development. Mayor Gavin Newsom presented
the City’s first Clean and Green City Summit in February 2006 with the Department of
Public Works, the SF Clean City Coalition and the Rec & Park Department.

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Done/Ongoing Strengthen the City’s connection to the This policy is part of the General Plan and is considered in all of the Planning
waterfront, with fully accessible public Department's activities, including plan development, project review and design
spaces. guidelines. An inter-departmental task force is implementing the "Blue Greenway"
project on the southeast waterfront, and cooperating City agencies are considering
other port improvements with the proposed adoption of the Eastern neighborhoods
Area Plans. The general obligation bond, passed this year includes $35 million for Port
properties to expand and improve open spaces along the waterfront for recreational
uses, part of which is included in the Port's budget for FY09.

Done/Ongoing Livable City: Encourage the Planning This policy is part of the General Plan and is considered in all of the Planning
Department to continue to support design Department's activities, including plan development, project review and design
guidelines that minimize the impact of guidelines. The department recently issued draft guidelines for review of new garages
garage doors and encourage storefronts and with particular emphasis on historic structures and impacts upon pedestrians,
neighborhood street uses. bicycles, and transit streets.

Done/Ongoing Encourage formation of Mello-Roos districts. This is an ongoing effort, as new neighborhood plans roll out of planning and
redevelopment processes. Mello-Roos is enabled as one of the infrastructure
financing mechanisms in the Rincon Hill land use plan. The Planning Department
considers Mello-Roos in development of all its new area plans. The Mayor's greening
program is facilitating use of Mello-Roos to develop a new public plaza on Jesse
Street and is exploring its potential use for other downtown locations. Mello-Roos is in
place in Mission Bay and will be in place in the Hunters Point Shipyard. Mello Roos is
also provided as an option in the recently adopted Market & Octavia Area Plan, and
the Mayor's Office of Economic and Workforce Development has pledged to review its
application in the Eastern Neighborhoods.

Done/Ongoing Livable City: Encourage good design of The Planning department is working with the Mayor’s Office, DPW, MTA, PUC, and
street furnishings and fixtures. SFCTA on a Citywide Streetscape Master Plan to establish a set of design standards
for the improvement of San Francisco’s streets as an extension of Better Streets Plan
that is currently under public review. The Streetscape Master Plan is only partially
funded with initial work to commence by early next year.

Done/Ongoing Support energy efficient homes at Hunters In December 2006, after three years of a public planning process led by the Mayor's
Point and Treasure Island. Office of Base Reuse and Development, the Board of Supervisors endorsed a bold
development plan for a new community on Treasure Island that includes 6,000
homes. The plan outlines a commitment to environmentally sustainable development
that serves as a model for how cities around the world can grow in a manner that
prioritizes stewardship of the environment. In August 2006, the Mayor announced
creation of a "Green Power Community" at the site of the former Hunters Point
Shipyard, where 100% of the power will come from renewable power.

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Done/Ongoing Better regulate street banners. The new banner regulations were implemented in January 2005 via Ordinance No.11-
05. This ordinance created 5 new categories (City-sponsored, City-funded, City-wide,
Convention, and Neighborhood banners), prohibited banners in most residential
areas, and required the installer to place their names and service phone numbers on
all banners.

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Done/Ongoing Reduce litter and improve cleanliness of city The FY 06-07 budget includes General Fund support for The Community Corridors
streets. Program, an enhanced manual street cleaning program where DPW staff will
intensively clean approximately 100 blocks along commercial corridors throughout
the City. The program showed noticebale results, and was expanded to an additional
100 blocks in the 07-08 budget. This program requires public and private
partnerships and a multi-agency effort to raise standards on selected blocks by
attending to public right-of-way maintenance, including: hand sweeping, graffiti
abatement, curb painting, street poles and lights, re-striping, steam cleaning, catch
basin flushing, bus shelter cleaning, postal box cleaning, sidewalk repair, and news
rack maintenance. The Corridors Program will also provide extensive outreach and
public education regarding sidewalk maintenance responsibilities, correct cleaning
procedures and support for the battle against graffiti.

In July 2005, DPW launched a 3-point standard system for street cleaning and began
measuring cleanliness of 11 routes, launched a 6-point standard system for trash
receptacles, and announced that 28-CLEAN logged it's 500,000th call. The Mayor has
also installed new newsracks and initiated efforts to clean up around bus shelters. In
February 2006, the Mayor hosted the first "Clean and Green City Summit."

In June 2007 the Department of Environment conducted a “litter audit” to gather data
on types of litter, where it is coming from, and compare to other cities. The city is
now working with businesses identified in audit as sources of litter to find solutions.
The City issued 1724 citations issued in 2006; and 702 in first 4 months of 2007.
DPW and Dept. of Environment launched “Stop Litter” program educating K-8 children
in public and private schools earlier this year

The Community Corridors Program continues to be successful. Between July and


December 2007, 322.62 tons of debris was removed from the Corridors by the
Corridor Ambassadors and their Supervisors. Newly-designed City receptacles were
installed along the West Portal, Chestnut, Irving, Divisadero and Diamond Street
Corridors, while recycling tops were installed on many of the receptacles at other
Corridors. The Corridors Program is also providing extensive outreach and public
education regarding sidewalk-maitenance responsibilities, correct cleaning
procedures, and support for the battle against graffiti.

As of July 2008, the City’s litter has dropped by 19% in the course of one year.
Additionally, the Mayor and the DPW launched an anti-litter campaign that will
educate people across the city about the ill effects of littering. The anti-litter ads will
be placed on the interior and exterior of buses and in bus shelters throughout the
city. The campaign will run through the summer and early fall 2008 and also is
sponsored by SFMTA. DPW will also be installing 800 trilingual No Littering/$500 fine
permanent signage over the next several months.

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Done/Ongoing Livable City Initiative: Strengthen DPW’s Businesses in many neighborhoods "adopt" streets through the Adopt-A-Street and
“Adopt-a-Street” program Street Parks programs, with over 1,650 volunteers participating in the programs.
Guererro Street improvements were accomplished in conjunction with the Street
Parks program. In FY 06-07, DPW dedicated a public information officer to support its
volunteer programs. The City is developing an expanded program for "gateway"
corridors for businesses to take leadership in adopting key thoroughfares that provide
entry to the City. Three sites have been selected as first-phase ‘green gateways’: (1)
Harrison and 8th Street off-ramp; (2) Mission/Otis/Duboce off-ramp, and (3)
Alemany off-ramp near Ellsworth. The Harrison and 8th Street off-ramp
improvements were completed in 2007 with support from Oracle Inc. Oracle's
contribution will provide ongoing maintenance. Improvements to the
Mission/Otis/Duboce off-ramp were completed in mid-2008. The Alemany near
Ellsworth off-ramp project is in the conceptual design phase and is seeking a sponsor.
In 2008, the Mayor announced his "Street Park" Program. Fiskars, partnering with
Lowe's, United Industries, Landscape Designer Joe L'ampl, DPW and Goettingen
Neighbors Group built a community garden in a one-day transformation at Goettingen
and Dwight. The new community garden benefited from more than $100K value of
design, materials, and labor.

Done/Ongoing Livable City Initiative: Implement a The Mayor announced a commitment to plant 5,000 new trees in 2006, and 25,000
comprehensive urban forestry plan. total trees over 5 years. The City will reach this goal in 2009, a year ahead of
schedule. The urban forest plan implementation also involves concentrating planting
in areas that are found to have low tree canopy cover or that are prone to flooding
events. This targeting helps maximize the impact of the City's planting investment.

Done/Ongoing Explore tidal power options. The first phase of the tidal current study has been completed, with SFPUC as one of
19 local and state government contributors. SFPUC funded in September 2006 an
additional $150,000 tidal power study, with the goal of establishing a tidal power pilot
project under the Golden Gate Bridge. The City also received a $200,000 grant from
the Sidney Frank Foundation to conduct stakeholder outreach and education around
the project. In June 2007, a $1.9 milllion partnership between PG&E and Golden
Gate Energy Company was announced. The partnership will enable the companies to
conduct the most comprehensive studies to date on the potential for tidal power. The
studies will quantify tidal energy potential under the Golden Gate Bridge, analyze
topography, compare available tidal electricity generation technologies, and identify
potential environmental risks.

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Done/Ongoing Reduce graffiti citywide and on public The Mayor issued Executive Directive 05-100 on August 19, 2005, that ordered
property. departments to: 1) remove graffiti from their property within 48 hours; 2) designate
staff to work with DPW's 28-CLEAN Service center; and 3) report abated graffiti to
DPW within one week. The Mayor signed legislation in Fall 2004 to require property
owners to remove graffiti from their properties, or have the City remove it and bill
the property owner. The Graffiti Watch program is meeting its goal of covering 100
blocks through volunteers. DPW launched a 3-point standard system for graffiti on
city streets in July 2005, and began measuring the cleanliness of 11 routes. In July
2006, the Mayor announced $475,000 for graffiti abatement, which would centralize
graffiti abatement authority for multiple City agencies under DPW, and launched a
new Street Cleaning Initiative for pro-active graffiti abatement on 100 high-visibility
city blocks. The Mayor has also partnered with the District Attorney to increase
enforcement against graffiti taggers. In FY 2007-08, 4,522 Notices of Violation were
issued to private property owners; 63% of the property owners complied and abated
the graffiti within 30 days; and 25,917 public street structures or pieces of furniture
were abated of graffiti.

Done/Ongoing Livable City Initiative: Invest $11 million After investing $12.3 million in FY 05-06, the FY 06-07 budget includes $8.6 million,
over 5 years to transform major City the 07-08 budget included $4.1 million -- for a total of $25 million for streetscape
thoroughfares like Van Ness Avenue and improvements to implement the Mayor's Great Streets Initiative. Improvements have
19th Avenue. already been made on Lombard, San Bruno, 19th Avenue, Junipero Serra, and Van
Ness Avenue. Van Ness Avenue and Polk Street improvements will be constructed in
2008. Planning is completed, and designing has begun for Balboa, Valencia,
Divisadero and Leland. Planning is underway for Ocean, Chestnut, Cesar Chavez, and
19th Avenue. The Mayor has worked with our congressional delegation to procure $1
million in Federal appropriations for Van Ness Avenue and another $1 million in
Federal
appropriations for 19th Avenue. The City committed approximately $3.3 million in FY
05-06 to this effort. The Van Ness Bus Rapid Transit Project is currently going
through final planning effort with interagency partnership to tackle several supporting
components including addressing either the replacement or the restoration of existing
light poles. The basic streetscape improvements along Van Ness are approximately
50% complete. The 19th Avenue Great Streets project scope is being defined
together with TA and MTA, and will be underway in mid-2009.

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Done/Ongoing Permanent phase-out of bottled water Issued Executive Directive Order on June 21, 2007 that will:
purchases 1) Prohibits any city dept or agency from purchasing single serving bottles of water
using city funds - unless an employee contract specifies usuage by July 1, 2007
2) Requires all city departments to have installed bottle-less water dispensers that
utilize Hetch Hetchy water by December 1, 2007. Waivers will only be granted by the
SFPUC based on legitimate engineering, health and fiscal concerns.

As of September 2007:
* Identified point person for 90% of departments to assist with citywide water audits
and removal of bottled water, both of which are underway;
* Wide dissemination of executive directive including citywide informational meeting
on Aug. 28, 2007
* Future activities: distribution of stainless steel water bottles to employees, info
flyers via paychecks, posters at city depts.

In June 2008, the US Conference of Mayors passed a resolution encouraging mayors


to phase out city spending on bottled water and to promote the importance of
municipal water. The resolution, authored by Mayor Newsom and sponsored by
mayors from 17 major cities, aims to redirect taxpayer dollars to other essential city
services. The vote comes on the heels of actions by more than 60 mayors nationwide,
such as cancelling bottled water contracts, to address the budgetary, environmental
and social impact of such purchases.

Done/Ongoing Explore urban wind power generating options. A pilot urban wind demonstration project has been installed at Randall Museum. The
Department of Environment will continue to work on developing permitting guidelines
to assess optimum siting for installations. DBI and Planning have agreed to permit
one pilot wind project, after review of technology, and that project is in its design
phase. Wind generation is being proposed as part of the Treasure Island project and
the SFPUC's new office building at 525 Golden Gate.

In July 2008, Mayor Newsom issued Executive Directive 08-08, calling for the
following actions:
* The Department of Building Inspection and Planning Department shall expedite
permitting and minimize costs for the installation of residential, commercial, and
municipal wind generation turbines in the City; and
* All City Departments shall make every effort to advance wind power generation by
incorporating wind turbines into the design of existing and new City facilities
whenever and wherever possible.

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Done/Ongoing Ensure adequate and reliable funding for tree Between fiscal years 2005-06 AND 2008-09, the Mayor's budgets have averaged over
planting and maintenance, through both $2 million each year for tree planting. The 07-08 budget also included $400,000 to
public and private sources. improve maintenance of existing trees, and additional funding was included in the 08-
09 budget. This investment will allow the City to acheive the Mayor's promis to plant
25,000 trees ahead of schedule. The Planning Department is developing a
comprehensive Urban Forest Master Plan that will look at new revenue sources for
Forestry, and DPW has made projections for cost needs into the future, which
included increases in both planting and maintenance.

Done/Ongoing Livable City Initiative: Renovate Hallidie DPW held a charette in October 2004 to identify improvements and design upgrades.
Plaza. DPW issued an RFQ in November 2005 for a management company to provide
enhanced maintenance services in the short term. A team has been selected and
maintenance planning is underway. DPW has completed numerous repairs and
improvements including railing repairs, aliminating the water-line leak above the
Muni/Bart Station entrance, pigeon-proofing, repairing missing and loose bricks and
other repairs. The existing trolley kiosk located at the center of the plaza will be
relocated to one side to open up the area visually and physically. This change will also
improve accessibility and allow credit card purchases at the kiosk, which are not now
possible.

Done/Ongoing Renovate UN Plaza. The fountain was restored to operating condition and the barriers that prevented the
public from accessing the fountain were removed. In addition, a major plaque was
installed in the center of the plaza highlighting the various UN-related institutions in
the area as well as the renaming of the BART station to Civic Center / UN Plaza.
Additional improvements were made to the landscaping, including the addition of the
40-foot high poles which ring the plaza so that the flags of UN member countries can
be displayed.

Exterior illumimator globe fixtures were installed, but were flawed. The fixtures,
supplied by Omega Pacific and Manufactured by Neo Source, contain globe spheres
that break apart at the seam during normal maintenance activities. Custom globe
manufacturer Neo Source's Doug Brown and Scott Hollis have been notified about the
problem. They are working with Omega Pacific's Todd Lewis to recommend a
permanent fix for the failing seam adhesion.

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Done/Ongoing Improve air quality. In November 2006, the Mayor announced that San Francisco has become the first
city in the United States to successfully certify its greenhouse gas emissions
inventory with the California Climate Action Registry.

Mayor Newsom released a Climate Action Plan to cut local emissions and combat
global warming. The plan aims to reduce annual emission by 2.5 million tons through
energy conservation and renewable energy.

DOE has dedicated one FTE to track the Climate Action Plan.

In June 2005, Readers Digest named San Francisco the Nation's 5th cleanest city.

MTA has reduced emissions of its fleet by 90% since 1997 and is moving forward
with its Clean Air Plan, calling for zero emissions by 2020. 86 hybrid buses came on
line in 2007, and in August 2006 the MTA retrofitted 424 buses with diesel exhaust
purifiers. Each diesel exhaust purifier reduces particulate matter emissions by 60
pounds per year and reduces NOx emissions by 517 pounds per year.

Over 8,000 new trees have been planted in San Francisco since the beginning of
2004 by the City, residents, and our nonprofit partners.

In 2006, Bayview Hunters Point Power Plant, one of the most polluting power plants
in the U.S., was permanently closed.

In February 2007 the Mayor announced an $11.5 million energy watch program to
provide energy rebates for small businesses and residents. He also announced a plan
to ban flourescent light tubes in San Francisco commerical buildings in favor of more
energy efficient light sources.

In December of 2007 the Mayor proposed a carbon tax on businesses that would
provide a financial incentive for conserving energy and motivating workers to use
public transportation.

On December 12, 2007 the city proposed a plan to offer companies and residents
government-funded loans and rebates to offset the costs of installing solar panels.

On December 18, 2007 the Mayor announced the creation of the San Francisco
Carbon Fund. This is a first-ever city-based carbon offset program that funds only
local activities. The fund will support energy efficiency projects and solar panel
installations for low-income housing, as well as biodiesel conversion programs that
support the conversion of waste into fuel. Executive Directive 07-13 directs the
Department of the Environment to implement this
program.

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In April 2008, the Mayor and members of the Airport Commission approved a
new lease structure that provides financial incentives to car rental agencies that
ensure a baseline of rentals in environmentally friendly vehicles. Beginning in 2009,
rental car companies will be offered a voluntary incentive to ensure that at least 15%
of their rentals meet an EPA rating of ‘17’ (or higher). Customers get a credit of $15
per transaction if they rent a vehicle with an EPA ‘18’ (or higher). At the end of the
calendar year, each rental car company will submit their verified green vehicle
transactions. In the event that they meet the threshold of 15%, a rental credit
totaling 20% reduction in the company’s concession fee to SFO will be calculated and
applied at the end of the year. The program will be in effect for two years, and will be
reevaluated at the end of 2010 for possible adjustment of the targets and incentives.

In August 2008, ICLEI – Local Governments for Sustainability – announced study


results showing that San Francisco had achieved a 5% reduction in communitywide
greenhouse gas emissions below 1990 levels. The Year 1990 is the baseline year for
greenhouse gas emissions in the 1997 Kyoto Protocol, which set the target at a 7%
reduction below 1990 levels by 2012. While SF has reduced emissions 5% since
1990, there has been a significant downturn of 8% from peak emissions in 2000,
totaling 670,000 tons of greenhouse gas.

Done/Ongoing Launch an Energy Conservation Campaign. The PG&E partnership, Peak Energy Program, reduced summer and winter peak load
by over 12 megawatts. This was the largest and most successful project of its kind in
the nation and is comparable to taking nearly 12,000 homes off of the grid. The
Department of Environment has signed a contract with PG&E for a new energy
efficiency retrofit program, Power Watch, that aims to reduce an additional 8
megawatts through 2009.

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Done/Ongoing Livable City Initiative: Introduce a Better The Mayor and Board of Supervisors approved the Better Streets Policy in February
Streets ordinance that sets comprehensive 2006, which creates standards for design and management principles for
standards for landscaping and street design. streetscapes and related areas. City staff and a consultant team are now leading a
community process to develop a streetscape masterplan and pedestrian master plan,
which will further refine citywide standards for pedestrian safety, landscaping,
lighting, street amenities and environmental best practices in street design.

In June 2008, the Mayor released the draft Better Streets Plan, a comprehensive set
of guidelines to help transform San Francisco’s streets, sidewalks, and open spaces
into green, safe, convenient, and enjoyable public spaces. The Better Streets Plan
proposes that well-designed streetscapes serving a multitude of uses can help
address specific problems and support more overarching efforts such as retaining
families in SF and increasing the City’s attractiveness for tourism and shopping. The
plan underwent a public comment period in the Summer 2008, followed by
finalization of the plan, environmental review, and the adoption process. The City also
is identifying pilot projects, conducting a study of how to manage street design and
delivery, and developing recommendations for how to fund the Better Streets plan
over time. Beginning in 2008, projects applying for Prop K funding are directed to
incorporate Better Streets Policy, and funding priority will be given to projects that
contribute to better streets implementation.

Done/Ongoing Increase number of alternative fuel and high- The Mayor issued Executive Directive 05-103 on August 12, 2005 requiring that: 1)
efficiency vehicles in City fleet. 75% of the City’s purchases of non-emergency passenger automobile fleet be
comprised of alternative fuel vehicles. Status: as of 2008, 83% of all non-emergency
passenger automobiles acquired were either dedicated CNG or hybrid.
2) 90% of the non-emergency passenger automobile fleet be comprised of either
alternative fuel vehicles or high efficiency vehicles. Status: As of August 2008, over
50% of the non-emergency passenger automobile fleet are CNG or hybrid. The
remaining half are, on average, 12 years old, so many will be replaced/retired soon.
3) the Dept. of Admin. Services aggressively pursue alternative fuel and high
effeciency versions of heavier duty vehicles.
4) the Dept. of Admin. Services provide the Mayor with quarterly reports on
departmental purchases of vehicles.
5) the Dept. of Admin Services narrow the definition of emergency vehicles that are
waived from alternative fuel purchasing requirements.

Administrative Services and Purchasing are developing a tracking system that can
provide frequent updates to the Mayor. As of August 2008: 35% (513 out of 1459) of
the City's General Purpose Fleet ( passenger cars, small passenger vans, SUV's and
1/4 ton Pick Up's) was alternative fuel or high efficiency, up from 24% when the
Mayor issued his Executive Directive in 2005.

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Done/Ongoing Train City employees on green building The Mayor issued Executive Directive 05-105 on September 23, 2005, requiring that
standards. relevant departments participate in new green building training sessions so that the
City can fully comply with its adopted green building ordinance. During the first year
following the executive directive, 140 trainings were held in 7 different departments,
and 34 City employees were certified in Leadership in Energy and Environmental
Design (LEED) standards.

Done/Ongoing Reduce energy consumption by City The Mayor issued Executive Directive 05-104 on September 23, 2005, requiring that
Departments. City departments: 1) advance conservation through installation of computer power
management functions, limitations on electic space heaters and refrigerators,
elimination of lighting for vending machines, and turning off lights and computers
when not in use; 2) expand energy efficient purchases; 3) identify a staff lead for
energy conservation; and 4) required that DTIS provide a quarterly report to the
Mayor's Office on PUC on energy conservation. The City’s adopted Electricity
Resource Plan sets a goal of a 10% reduction in municipal energy by 2012.
Departments have identified a member of their staff to oversee energy conservation
tasks. DTIS sends surveys to all City Departments, keeping the PUC informed. This
survey was updated in June 2006. Responding departments accounted for 15,532 of
the City’s estimated 18,000 PCs. Power conservation features were implemented on
nearly 86% percent of the PCs reported.

Done/Ongoing Expand the Clean Corridors program. The Clean Corridors program began in early October 2006 and has been a
remarkable successful with residents and merchants alike. Covering 100 blocks on 19
corridors, the program has been in development since Mayor Newsom provided a
$1.7 million cleaning enhancement to the Department of Public Works’ (DPW) budget
for FY 06-07. Working in conjunction with more than a dozen city agencies and
private companies, DPW developed the program to increase routine maintenance and
streamline reporting of deficient conditions. In addition, 20 Block Sweepers or
Neighborhood Ambassadors have been hired by DPW trained to identify and resolve
problems on the street for the first 100 blocks. Block sweepers are deployed to the
corridors during peak hours, Thursday through Monday, when the city is most active.
DPW’s customer service and tracking system (formerly 415-28-CLEAN, now 311) is
used as a clearinghouse for all reporting and feedback on the corridors. Because of
the success of the program, the 2007-08 budget included funding to continue the
program on the first 100 blocks and to add an additional 100 blocks.

Assessment of the second 100-Corridor blocks has begun. Graffiti contractors are
being hired. Community meetings with property owners and business owners have
begun.

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Done/Ongoing Improve recycling and waste diversion at The Mayor issued Executive Directive 06-05 in 2006 to improve Citywide recycling.
City departments Today, City government recycles about 80% of its waste, while the City as a whole
recycles 69%. The Mayor's Directive: 1) set the City department waste diversion
goal at 75% by 2010; 2) directed City departments to work with the Dept. of
Environment City Government Recycling Program to enhance their waste reduction
programs; 3) reinforced the requirement of Chapter 5 of the SF Environment Code
that each department appoint a Recycling Coordinator to lead the department's waste
reduction and recycling programs; 4) reinforced Section 506 of the Resource
Conservation Ordinance that all City printouts and copies should be double-sided; 5)
reinforced the City's Surplus Disposal Ordinance that requires City departments to
turn in surplus office furniture, computers, electronics, and other supplies to the
Virtual Warehouse for redistribution to other City departments; 6) directed
departments to purchase products with a minimum level of recycled content; 7)
directed departments to appoint a Green Purchasing contact; and 8) urged
departmetns to work with the Dept. of the Environment to compost and recycle
foodservice products, use building materials with recycled content, and require
contractors to develop a waste management plan.

Done/Ongoing Expand car-sharing in San Francisco. In November 2004, Mayor Newsom announced the opening of the new City CarShare
location at City Hall. Large new development projects in San Francisco are now
required to include car sharing spaces.

As of August 2008, Adminstration Services and Purchasing are working with the City
Administrator to greatly expand the City's use of car-sharing. The City is in discussion
with City CarShare and Zipcar, with the goal of substantially reducing the City's non-
emergency passenger automobile fleet.

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Done/Ongoing Give priority to street improvements called The Policy Framework for the Bicycle Plan was approved by the Mayor on June 10,
for in the Bicycle Plan. 2005 with the overall goal of making bicycling an integral part of daily life in San
Francisco. Over 79 Action Items are listed within this pivotal bicycle planning
document, focusing on the issues of engineering, education, enforcement, and
encouragement. Since the Bicycle Plan was approved, the City has expanded
education and outreach efforts to improve bicycle safety, and has continued to
improve the bicycle route network. The bicycle route network now includes approx.
44 miles of streets with bicycle lanes and 23 miles of streets with shared roadway
markings (“sharrows”). Sharrows are an innovative pavement marking pioneered by
San Francisco (identified within the Bicycle Plan) which improves safety for bicyclists.
In June 2006, the Mayor affirmed support for making San Francisco a national leader
for bicycle transportation. In June 2006 the City was enjoined by the California
Superior Court from implementing any components of the Bicycle Plan, and the Mayor
affirmed support for making San Francisco a national leader for bicycle
transportation. The California Superior Court ruled in November 2006 that the City
was in violation of CEQA laws for failure to conduct an EIR for the Bicycle Plan and
the projects contained within the Plan. SFMTA expects that any further physical
bicycle improvements will be on hold until the environmental review of the Bicycle
Plan is completed. A consultant team was hired in April 2007 to assist with
environmental review of the Bicycle Plan; Draft EIR for the Bicycle Plan is expected to
be completed by the Fall of 2008; and implementation of bicycle improvement
projects is expected to resume in 2009. Safety education and outreach work are
continuing during the injunction, and the City continues to work on the planning and
design of bicycle improvement projects in anticipation of the lifting of the injunction.

A request for proposals for the EIR was issued in January 2007. In 2006, San
Francisco was designated as a Gold-level bike-friendly community by the League of
American Bicyclists, one of only 7 cities in the nation to receive such an honor.

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Done/Ongoing Increase use of solar power, including on The Mayor issued Executive Directive 05-107 on October 26, 2005, which: 1)
City buildings. directed City departments to work with the SFPUC to identify good locations for
photovoltaic systems; 2) by November 30, 2005 send the PUC a list of the locations
and staff contact; 3) make department rooftops the PUC's solar development space;
and 4) required PUC to pepare an annual report each September on departments'
progress toward this goal. The SFPUC’s Power Enterprise is currently working with
SFO, SF General Hospital, MUNI, the Port of San Francisco and the SFPUC City
Distribution Division in the development of solar photovoltaic projects. In December
2006, completed Pier 96 Norcal photovoltaic project was completed, an 18,500
square foot system. This 283-kilowatt array that will generate the equivalent energy
demand of more than 100 homes and help power the 200,000 square foot facility’s
recycling operations. The Department of Environment and DBI issued new guidelines
in April 2004 that streamlined the process for solar permits. Since then, the city has
issued an annual average of 103 solar permits over the past three years, compared
to 12 in 2003 before the change. The DOE is now preparing guidelines for permitting
solar water heaters. A solar generator was installed at the Southeast Wastewater
Treatment plant in November 2005. Additionally, PUC has several projects in
planning stages that will place solar units on City buildings, funded partially through
the Mayor's Energy Conservation Account (MECA). A solar panel was installed on top
of Civic Center Garage. The DOE funded community groups to install 59 solar
systems in Bayview Hunters Point.

On December 12, 2007 the city proposed a plan to offer companies and residents
government-funded loans and rebates to offset the costs of installing solar panels.

Done/Ongoing Livable City Initiative: Ensure that Bayview The Mayor appointed a Director of City Greening in August 2005 to work with all
revitalization plans include major greening departments and Mayor's senior staff to incorporate greening into all neighborhood
programs. revitalization plans. These include: improvements to parks, playgrounds, and
community gardens; neighborhood tree planting programs, expansion of the Bay
Trail, creation of a "Blue Greenway", and other Bayview improvements. Leland
Avenue is in the planning phase of the Great Streets Initiative that include
improvements such as street tree planting with launch in Summer 2009. The Third
Street streetscape project was completed along with greening features and larger
pedestrian accommodation. Working closely with Port through on-going projects
funded by the 2008 Park Bond, as well as with Redevelopment and HopeSF, many
developments will include greening strategy focusing on open space and stormwater
solutions.

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Done/Ongoing Reduce harmful toxics. The DOE created a new program for fluorescent bulb collection. A drop-off program
with participating businesses, like Cole Hardware, has been put in place. DOE has
implemented a home collection of hazardous materials/universal waste. This program
collects batteries, fluorescent bulbs, and other toxic waste products from residents. A
regional effort to collect pharmaceutical waste was launched in May 2006. The Mayor
and the Board of Supervisors partnered to pass an ordinance which phases out the
use of toxic products by City government.

Done/Ongoing Support "clean school buses." SFUSD approved a contract with Laidlaw; their entire new fleet complies with 2007
emission standards.

In Progress Reduce use of grocery bags by 10 million In conjunction with city government, supermarkets operated by Andronicos, Bell
bags by the end of 2006. Markets, CalMart, Cala Foods, Foods Co, Lucky (formerly Albertson's), Mollie Stone’s,
and Safeway, the City announced in November 2005 a reduction target of
10,000,000 plastic bags by the end of 2006. When the companies were unable to
provide verifiable data on reductions at that time, the Mayor worked with Supervisor
Mirkarimi to draft and introduce an ordinance requiring all grocery bags to be
compostable. That legislation was approved by the Board of Supervisors in March
2007. It took effect for grocery stores in October 2007 and pharmacies in 2008. It
takes about 43,000 gallons of oil to manufacture 10 million bags.

In Progress Livable City Initiative: Create a “smart DOE completed the Urban Forest plan in April 2006. The Urban Forestry Council,
planting” strategy and public education Department of Public Works, Department of the Environment, and other agencies are
program to ensure the right trees are continuing work to guide urban forestry policies. A corss-departmental effort is
planted in the right place. underway to update the plan with strategies for "smart planting" and a public
education effort. The update is expected in 2009.

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In Progress Increase municipal use of biodiesel. The Mayor issued Executive Directive 06-02 on May 18, 2006, which directed that:
1) Central Shops and other fleet managers identify vehicle and equipment
applications that can most quickly be transitioned to biodiesel; 2) all diesel-using
departments shall report their diesel vehicles and equipment to the Dept. of the
Environment by July 1, 2006 (DONE); 3) all diesel-using departments shall begin
using a B20 biodiesel blend as soon as practicable in all diesel vehicles and equipment
with the following goals in each department's use of B20 - initiatiate pilot project by
December 31, 2006, 25% by March 31, 2007, and 100% by December 31, 2007
(DONE as of 11/29/07); 4) all diesel-using departments shall pursue further
increases in use of biodiesel through the use of greater-than 20% blends and/or neat
biodiesel (B100); 5) all diesel-using departments shall report on July 1 of each year
on departmental progress with biodiesel use; and 6) the Dept. of the Environment
shall prepare a yearly, consolidated report September 30 on the City's progress
towards achieving its biodiesel goals.

The Mayor announced the receipt of a $1 million California Energy Commission grant
to the San Francisco Public Utilities Commission to build the City’s first grease-to-
biodiesel production facility.

In November 2007, San Francisco launched SFGreasecycle, a citywide program to


collect waste grease for conversion to biodisel - the first program of its kind in the
country.

In Progress Make City and County government carbon The Mayor’s Office will coordinate this effort through the completion of departmental
neutral by 2020. plans and implementation of citywide policies, such as green building requirements,
fleet greening and a local carbon offset program.

In February 2008, Mayor Newsom issued Executive Directive 08-01, "Initiatives to


Measure and Reduce Environmental Impact of Government Information and
Communications Technology." The goal of this executive directive is to move toward
a comprehensive sustainability system for information technology by limiting the
environmental impact of the lifecycle of equipment, from production to use to
disposal. Actions called for in this directive aim to reduce the CCSF’s ICT-related
greenhouse gas emissions by 24 percent by 2012 and advance our goal of carbon
neutrality for City government by 2020. Based on the experience of commercial
buildings, approximately 20-25% of building energy is attributable to ICT.

In March 2008, the Mayor issued Executive Directive 08-02: Enhancement of


Recycling and Resource Conservation, directing departments to purchase 100% Post-
Consumer Content Recycled Paper, reduce paper use, and only purchase approved
green products.

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In Progress Investigate establishing a permanent Legislation passed recently to recover the costs of Area Plans from projects in
revolving loan fund to pay for Better adopted Area Plans. Review of these projects is streamlined because staff can rely
Neighborhoods plans. on the analysis in the programmatic EIR and the Plan. The revolving fund is not
longer necessary because the Department has found an alternative financing strategy.

In Progress Assist property owners and businesses in DPW estimates there is $150 million in deferred maintenance, and that 10% of
repairing and maintaining their sidewalks. sidewalks do not meet code standards. The Mayor announced a new program to
improve City sidewalks in his 2006 State of the City address. DPW will inspect
sidewalks and notify property owners of deficiencies. Property owners will then have
the option to self correct problems or have a DPW contractor perform the necessary
work. Property owners will have the convenience of either being billed directly or
through their property tax bill for the work being done. The Capital Planning
Committee and the Board of Supervisors approved the plan in early 2007, and it was
expanded to $6.2 million in the FY 07-08 budget. In FY 2007-08, 90 square blocks of
sidewalk were repaired, and 90,068 sq. ft. of pavement were repaired by the
responsible parties. In FY 2008-09, DPW will target 212 square blocks that include
commercial corridors and other heavily used sidewalks. FY09 budget includes about
$1.2 million for the program.

In Progress Create a San Francisco Carbon Fund that will This is the first city-sponsored carbon offset program that funds local programs that
fund a locally based carbon offset program. offset carbon emissions. The pilot of this project will add a carbon offset surcharge to
municipally-funded air travel that will enable energy efficiency projects and solar
panel installations for low-income housing and biodiesel conversion programs. If this
pilot is successful, local residents and business will be able to voluntarily purchase
City carbon offsets, and an RFP will be released to identify the most cost effective
projects to receive resources from the Carbon Fund. The offset program will be
constructed to be highly transparent and will be able to verify the specific
environmental impacts of the Carbon Fund revenues.

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In Progress Improve quality of life in the Mission. The Mayor launched "Mission Possible" in August 2004 and directed DPW to develop a
plan to improve the condition and quality of life in the Mission, including improvement
of news racks, graffiti removal, litter removal, and other projects. Osage Alley
improvements have been implemented. DPW also made a contract with the Clean
City Coalition to clean graffiti and illegal signs on historic light poles and to work with
property owners on cleaning facades and sidewalks.

In December 2007, a coordinated effort of additional services began that included


additional days of mechanical sweeping on major north/south streets; Norcal
changing days of service to take place before DPW sweeping; DPW pre-cleaning of
sidewalks; enforcement; and community involvement and participation. The first
phase began on December 10, 2007, when Norcal re-routed their garbage pick-up
service so that Norcal could make their collections before the mechanical sweeping on
north/south streets. On December 17, 2007, DPW started additional days of
mechanical sweeping. A team of three employees, using blowers, pushed casual
litter and leaves from the sidewalk into the street before the mechanical sweeper.
This has been a remarkably effective approach to cleaning the Mission District. The
amount of area serviced has increased since the first two months because the original
area has stayed cleaner between cleanings. The personnel, who uses the blower,
also alerts a supervisor of any quality of life enforcement situations that need to be
addressed. An Eco-blitz is planned for the Community Clean Team District 9 in April
2008. Letters inviting tenants and property owners to Join Adopt-A-Street and to
clean the sidewalks in front of their buildings and beyond are being sent out.
Additional staff have been assigned to clean the 16th- and 24th-Street BART Stations.
City Planning is also working on Mission Streetscape Master Plan to comprehensively
approach the Mission neighborhood streetscape improvements. Planning processes
are underway for specific street improvement in partnership with DPW, MTA, and
PUC, such as the Cesar Chavez streetscape project.

In Progress Livable City Initiative: Determine how to DPW's "Street Parks" program enables community groups, in partnership with the SF
fund and improve street-end rights of way. Parks Trust, to transform unkempt public rights-of-way into community green space.
Legislation is being developed to formally establish this public/private partnership. In
the meantime, the Street Parks Program has grown to support 40 gardens, with 15 in
various stages of development. A Street Parks Youth Program is also in place with 60
members and about 300 youth drop-ins, who develop new gardens, assist existing
gardeners with cleanups, and learn about public land stewardship through workshops
at existing gardens.

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In Progress Investigate feasibility of reasonable The Mayor's Office will pursue reasonable congestion pricing measures that benefits
congestion pricing measures. our environment while avoiding excessive financial burdens on working San
Franciscans. A major study is being undertaken in partnership with the San Francisco
Transportation Authority that assesses several different models of variable congestion
pricing. It’s first draft is due in the summer-fall of 2008. The Mayor will then assess
alternatives and decide which recommendations meet transportation and
environmental goals while not disadvantaging local residents.

In Progress Livable City Initiative: Plant 25,000 new In 2005, the Mayor announced a commitment to plant 25,000 trees by 2010. The
trees by 2011. "Trees for Tomorrow" program both adds new trees and replaces existing unhealthy
or dying trees. The City continues to meet and exceed the Mayor's annual tree
planting goals. As of Arbor Day in March, 2008, DPW, Rec/Park, other City agencies,
property owners, developers and Friends for the Urban Forest had collectively planted
21,429 trees toward the goal of 25,000 trees by 2010. The Mayor's 2008-09 budget
includes $1.2M to continue planting.

In Progress Create new schoolyard gardens. The Mayor's Office has partnered with SF Foundation in establishing a strategy to
improve the city's green schoolyard program. Specific issues being addressed include
working with SFUSD to create garden educator positions in schools that will receive
new gardens as part of the Prop A Bond program, and integrating schoolyard gardens
into the science curriculum. Currently, the Mayor's Office is working with the new
Greening Director, Astrid Haryati, to partner more on joint garden projects.

In Progress Introduce a carbon tax on the November Introduce a carbon tax on the November 2008 ballot that shifts from taxing jobs (the
2008 ballot. local Payroll Tax) to taxing pollution (by increasing our local Utilities User Tax). The
Mayor’s Office of Economic and Workforce Development is developing this proposal
and will be engaging in stakeholder outreach.

In Progress Require on-site solar power supply of 5% to In response to the Mayor's Executive Directive 05-107, Rooftops for Municipal Solar,
new buildings over 100,000 square feet, the SFPUC is attempting to collect the necessary information from City departments
subject to those buildings meeting basic to determine the feasibility of this proposal.
suitability standards.

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In Progress Implement a solar rebate program for local In June 2008, legislation instituting the nation's largest municipal solar energy
residents and businesses. incentive program was passed in San Francisco. Originally submitted in December
2007 by Mayor Newsom and Assessor-Recorder Phil Ting, this 10-year solar rebate
program will benefit local residents, businesses and nonprofits.

The rebate program provides between $3,000 and $6,000 for residents and up to
$10,000 for businesses to install solar on local rooftops. Higher incentives are given
to those living in areas historically impacted by pollution and for buildings that use
installation companies that offer green jobs to disadvantaged residents. For example,
it provides up to $30,000 for non-profit affordable housing. These rebates incentivize
local building owners and leverage about 80% of the average solar installation cost
from non-city sources, promoting the installation of significant new amounts of solar
with fairly limited resources.

In Progress Implement an affordable solar loan program. This loan program would utilize unused City bonding authority to create a $50 million
loan pool that local residents and business can borrow from to finance their solar
installations. This program would be able to offer below-market interest rates on
solar loans and would cost nothing for local government or taxpayers. It requires a
majority of Supervisors to place on the ballot, as it repurposes existing General
Obligation Bonds. It has been proposed to the Board but not yet acted on.

In Progress Advancing planning and Implementation of This District will be anchored by the new SFPUC LEED-Platinum building at 525
the Civic Center Sustainable Resources Golden Gate, and will allow all City buildings in the Civic Center to utilize renewable
District. energy and greatly increase water conservation. It will serve as model to other
government districts, such as the U.S. Capitol, to demonstrate the fiscal and
environmental benefits of integrating sustainability into government buildings.

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In Progress Livable City Initiative: Improve retail The Mayor announced in his 2006 State of the Address the expansion of this Livable
corridors, including San Bruno Avenue, City Initiative to green San Francisco streets and help define the unique
Leland Avenue, and Polk Street, with characteristics of each neighborhood. The City received $8 million in federal and local
distinctive gateways, trees, and flowers. funds to begin major streetscape improvements, everything from planting median
strips and repaving streets to repairing sidewalks and replacing street lamps. After
investing $12.3 million in FY 05-06, the FY 06-07 budget includes $8.6 million, the 07-
08 budget included $4.1 million -- for a total of $25 million for streetscape
improvements to implement the Mayor's Great Streets Initiative. Improvements have
already been made on Lombard, San Bruno, 19th Avenue, Junipero Serra, and Van
Ness Avenue. Van Ness Avenue and Polk Street improvements will be constructed in
2008. Planning is completed, and designing has begun for Balboa, Valencia,
Divisadero and Leland. Planning is underway for Ocean, Chestnut, Cesar Chavez, and
19th Avenue. The Mayor has worked with our congressional delegation to procure $1
million in Federal appropriations for Van Ness Avenue and another $1 million in
Federal
appropriations for 19th Avenue. The City committed approximately $3.3 million in FY
05-06 to this effort.

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Policy Area: 03. Economic and Workforce Development Count: 73


Done Assist City employees, private employers, The Human Services Agency - as a member of San Francisco's Earn It! Keep It! Save
and labor representatives with spreading It! Coalition - works with City agencies, One Stop Centers, community-based
information and improving access to the organizations, and banks to promote EITC and the Working Families Credit. The City's
Earned Income Tax Credit (EITC) for eligible WFC/EITC Program Coordinator makes outreach presentations as requested at city-
San Franciscans. Also develop PSAs and wide and neighborhood-based events throughout San Francisco year-round. SFWorks
solicit pro-bono support of advertising continues to promote these programs with private employers through the Chamber of
agencies Commerce.

Done Create a public-private transaction team to The Joint Development Team was created within the Mayor's Office of Economic and
coordinate negotiations for all major Workforce Development in 2004.
developments in the city and case-manage
projects through completion.

Done Require city departments to initiate The Mayor's 2004 Directives Memo requires the Office of Contract Administration
competitive solicitation processes for (OCA) to track terms of all contracts and requires increased competitive bidding, as
services provided under contracts that are at appropriate, except for city-wide utility contracts. OCA has revised required forms
least 10 years old. used by departments to ensure that contracts that are more than 10 years old are
reviewed and rebid whenever possible.

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Done Break ground on Hunters Point Shipyard by In 2004, a landmark conveyance agreement with the Navy was completed. The Navy
spring 2005. transferred Parcel A to the City in January 2005. Construction activities began August
2005. Demolition and major grading are now complete. In 2006, Lennar and the
PUC announced a ground breaking agreement for the PUC to provide power to the
Shipyard, which is a comprehensive plan to make the Shipyard a center of green
technology development.

As of April 2006, 19 disadvantaged business enterprises (DBEs) have earned


approximately $11.5 million for providing various services in connection with the
Parcel A development. Twelve of the DBEs are based in the BVHP community.

Phase I of the Shipyard's development is underway. Up to 1,600 homes and 25 acres


of open space will be built on Shipyard "Parcel A". Lennar/BVHP, the City's
development partner for Phase I, will begin construction on the first homes in mid-
2008. The balance of the Shipyard development (Parcels A-3 through E) will be built
in association with Candlestick Point as one development project. In May 2007, the
Mayor and the Board of Supervisors approved a resolution endorsing a "Conceptual
Framework" for the two sites.

MOEWD has successfully obtained $582 million in federal funding for cleanup, $392
million in last 6 years, comprised of:
•2003: $46.6 million
•2004: $51.5 million
•2005: $56.5 million
•2006: $84.7 million
•2007: $70.4 million
•2008: $82 million

Done Establish a point person in the administration The Joint Development Division of the Mayor's Office of Economic and Workforce
to focus on environmental clean-up in the Development coordinates environmental remediation efforts for contaminated sites at
region. closed military bases in the City's jurisdiction.

Done Create a local Earned Income Tax Credit The Working Families Credit is now part of the City's budget. In 2006, the City
(EITC). delivered over $2.3M to 11,300 families who claimed the federal Earned Income Tax
Credit. In September 2007, the City disbursed $100 credit to approximately 11,616
eligible families. Mayor's recently signed FY08-09 funded $1.4M for Tax Year 2008
credit disbursements. Based on total applications received and assuming a 90-95%
eligibility rate, HSA anticipates disbursing a total of $1.14 - $1.2M in credits to
11,370- 12,000 low-income San Francisco families.

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Done Make the Working Families Credit permanent. The Working Families Credit is now part of the City's baseline budget (1.0 FTE for
WFC/EITC Tax Program Coordinator at HSA, and; annual 1.5 million from GF for WFC
fund.) Ongoing fundraising for additional resources is responsibility of Treasurer's
Office. In 2006, the City delivered over $2.3 million to 11,300 families who claimed
the federal Earned Income Tax Credit. In September 2007, the City disbursed $100
credit to approximately 11,616 eligible families. Application rate increased by 3.4% in
the 3rd year.

Done Establish a point person on brownfields The Joint Development team in MOEWD identifies, applies for and receives funding to
projects to solicit state and federal grants clean up brownfields and return them to productive use.
and facilitate priority consideration for new
development on brownfield sites.

Done Accelerate completion of Bloomingdales. Bloomingdales opened on September 28, 2006. (MOEWD settled a historic
preservation lawsuit and obtained a $2.5 million contribution for the construction of
Bloomingdales. As part of the settlement of a lawsuit related to the project, MOEWD
obtained $2.5 million to support preservation of historic structures in San Francisco).
MOEWD expects more than 25 million visitors a year, which will benefit all the
businesses in the area:
-Nearly $18 million will be generated yearly for the general fund.
-More than 3,300 jobs have been created.

Done Develop a strategy to attract life science The City passed a biotechnology payroll tax exclusion in 2004, which has encouraged
businesses to San Francisco. more businesses to locate in the City. In September 2004, the Mayor created a
Biotech Advisory Council, and announced receipt of $1.1 million in National Science
Foundation grants for job training programs in the biotech industry. San Francisco
submitted the winning bid for the California Institute for Regenerative Medicine
(CIRM), created in 2004 by Prop 71, and signed the lease for its headquarters on
King St. in June 2005. CIRM will serve as a magnet for life science businesses to
locate in the City.

In 2005, the Mayor announced that the headquarters of FivePrime Therapeutics, Inc.
and Sirna Therapeutics will relocate to San Francisco's Mission Bay. In 2006,
FibroGen announced plans to relocate their headquarters from South San Francisco to
Mission Bay, bringing over 200 jobs with the possibility of more than 1000 jobs in the
next several years. In August 2008, the Mayor announced that Pfizer will be
relocating its worldwide headquarters of their Biotherapeutics and Bioinnovation
Center to Mission Bay.

Currently, there over 46 biotech companies in San Francisco - an increase of 43 such


businesses since Mayor took office.

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Done Create a new ordinance to provide enhanced An ordinance (No. 109-06) that reenacts a Disadvantaged Business Enterprise
contracting opportunities to Disadvantaged Program, as set forth in Chapter 14A of the SF Admin Code, was executed on May 9,
Business Enterprises (DBEs). 2006. Currently, 1,807 certified DBEs. 30% of all City contracts go to DBEs.

Done Support public/private partnerships to The Mayor's Office has worked since 2004 to promote the EITC and Working Families
promote the Earned Income Tax Credit Credit with nonprofit and private organizations. Funding provided from H&R Block,
(EITC) and volunteer tax programs. Wells Fargo, Citibank and Bank of America. Continued marketing will happen through
HAS.

Done Fully staff the Film Office, create film In 2006, the City adopted film rebate legislation that refunds city fees to projects that
production incentives and enhance existing shoot the majority of their film in San Francisco; $400,000 had been made available
production facilities at Treasure Island. for rebates. In 2006, the film "Rent" was produced in Hangar 3 and there is a MOU
for sublease of Hanger 3. The Film Commission continues to pursue a sublease for
Building 3 on Treasure Island as well as streamlining the permit process. In spring
2008, two feature films qualified for the rebate program and received between them
$110,000, making the total number of films utilizing the film production incentive
program three films for a total of $152,000 in rebates. The combined total of the
three production budgets was $13 million below the line. The rebate program sunsets
in June '09.

The Film Commission budget remains at $525,000 in FY08-09. The Film Commission
has engaged in a partnership with the SF Film Society to offer offices and parking to
SF independent filmmakers while in production at Pier 27 following a strategy
recommended by the ICF Consulting economic report Film Cluster Economic Analysis
to concentrate on and develop the independent feature production sector. The Film
Commission is currently looking into ways to streamline the permit process and into
leasing office and parking space on Treasure Island.

In July 2005, Mayor Newsom formed the Digital Media Advisory Council to attract and
develop new cutting edge digital media companies in San Francisco.

Done Distribute Earned Income Tax Credit (EITC) SFHA mailed Earned Income Tax Credit (EITC) information with all rent notices in
information through the Housing Authority. 2005 and 2006. EITC information was also distributed to all 15 resident offices in
public housing. This effort will continue annually.

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Done Ensure monies set aside for Environmental The Planning Department has set administrative controls in place and oversight is
Impact Reports (EIRs) are used for that ongoing.
purpose.

Done/Ongoing Unveil new initiatives to help grow private The Mayor's Office of Economic and Workforce Development (MOEWD) has a business
sector businesses. development strategy that targets job growth and business attraction and retention in
key industry sectors including: retail and hospitality; clean technology and green
businesses; biotechnology, life sciences and health care; financial and professional
services; information technology and digital media; light manufacturing and
production. These sectors drive the San Francisco economy and offer tremendous
economic development opportunities for San Francisco. The MOEWD strategy focuses
on integrating economic and workforce development, which encourages stable
employment and revenues for the City.

Done/Ongoing Work with City College to create bio-tech job MOEWD partnered with City College of San Francisco and community-based partners
training programs at the college. to grow and enhance job training programs for the Biotech industry.

Done/Ongoing Expand opportunities to offer employers The Mayor's Office of Economic and Workforce Development (MOEWD) is in the
funding for customized employee training for process of developing a program that will increase the department’s and partner
workers who live in San Francisco. organization’s capacity to administer California State's Employment Training Panel
(ETP) funds. ETP funds work particularly well for customized training, particularly
retraining incumbent workers and sector specialized training. Through a cooperative
agreement with Bay Area Video Coalition (who have already mastered the
complicated and cumbersome paperwork required for ETP funding), Workforce
Business Services staff will be trained to apply for and administer ETP funds and, in
turn will go on to train our other workforce development partners to be able to apply
for and administer these funds.

Done/Ongoing Accelerate completion of the cruise ship The Port has convened a high-level Cruise Terminal Advisory Committee comprised of
terminal at Piers 30-32. community leaders, labor representatives, cruise industry professionals and members
of the business community to advise the Port on the best options to serve its growing
cruise business. In September 2007, the Port announced plans to develop a new
state-of-the-art Cruise Terminal as part of the Piers 27-31 project.

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Done/Ongoing Support capital projects that enhance arts The new de Young Museum and the Museum of the African Diaspora opened in Fall
and culture in the City, including rebuilding 2005. In October 2006 the Mayor signed legislation to guide the restoration of the
the de Young museum and California Old Mint at 5th and Mission Streets. The Jewish Museum - a 63,000 square foot
Academy of Sciences, as well as other City museum on Yerba Buena Lane - is scheduled to open in the spring of 2008 and the
museums. Mexican Museum will be getting a new home in a planned mixed-use project in the
Mercantile Building. An environmental impact report has started for the
Exploratorium's anticipated move to Piers 15-17 - a location that would allow the
museum to double its footprint to 200,000 square feet. The Academy of Sciences
building is scheduled for a public opening in October 2008.

Done/Ongoing Accelerate completion of Treasure Island In December 2006, after three years of a public planning process led by the Mayor's
development. Office of Base Reuse and Development, the Board of Supervisors endorsed a bold
development plan for a new community on Treasure Island that would include 6,000
homes, of which 1,800 will be provided at affordable levels included hundreds for
formerly homeless families, 300 acres of new parks and open space, a new
commercial and retail district centered around a ferry terminal, and $25 million for
public art. The plan outlines a commitment to environmentally sustainable
development that is unprecedented for San Francisco and which will serve as a model
for how cities around the world can grow in a manner that prioritizes stewardship of
the environment. The development, and these public benefits, will be funded entirely
by the project itself and will require funding from the City's general fund. With Board
of Supervisors approval, construction could begin in 2009.

The next steps include negotiating the terms of a Disposition and Development
Agreement with Treasure Island Community Development (TIDC), engaging the
needed stakeholders to executive the components of the development plan, and
completing the CEQA review process and adoption of a redevelopment plan as per
California Redevelopment law. These efforts will continue through 2008, with the goal
of receiving final project approvals from the Treasure Island Development Authority
(TIDA) board and the Board of Supervisors in early to mid-2009.

Done/Ongoing Begin work on the Geary Corridor, Glen - Glen Park – Plan endorsed by Planning Commission. The MTA and Planning
Park, and Visitacion Valley Better partnered to complete the EIR and use General Fund support for the EIR as a Federal
Neighborhoods Plans. match to build the transit improvements called for in the Plan. EIR should be
completed September 2009.
- Vis Valley – establishment of redevelopment area underway, Plan proposed for
adoption in fall 08; with up to 1200 new units of housing, open space and grocery
store improvements (streetscapes, parks, etc.)
- Geary planning effort to be done in phases. Japantown planning is underway

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Done/Ongoing Accelerate completion of redevelopment of The Redevelopment Survey Area process and the master planning/re-zoning process
the Schlage Lock brownfields site. began in earnest in 2006 for the Schlage Lock Site. The Mayor appointed the
Visitacion Valley Citizens Advisory Committee for the Redevelopment Survey Area in
June 2006 to advise the Redevelopment Agency in its consideration of establishing a
Redevelopment Plan for the Survey Area. MOEWD is monitoring the state
Department of Toxics Substance Control's enforcement of their toxic clean-up order
that has been issued to the two individual property owners of the area known as
Schlage Lock. MOEWD is funding a comprehensive commercial district neighborhood
revitalization project on Leland Avenue called the Visitation Valley Business Outreach
and Opportunities for Merchants and is working with the Planning Department on the
implementation of the completed Leland streetscape improvement concept plan. $4.1
million in outside funding has been secured by the City for streetscape improvements
on Leland Avenue. Plans and EIR to be completed in 2008.

Done/Ongoing Support the revitalization of the lower Construction of the agency-assisted Fillmore Renaissance Project, a mixed use
Fillmore area, including creation of a historic development including 80 units of housing (12 affordable), a 28,000 square foot
jazz district. Yoshi's Jazz Club, Blue Mirror Restaurant and a public parking garage is completed. A
new Community Benefit District has been created in the neighborhoods to further
clean, green, and beautify the neighborhood.

Done/Ongoing Expand opportunities to offer employers MOEWD recently applied for and received a new State Enterprise Zone (EZ) in San
funding for a range of activities, including Francisco. The EZ has a robust hiring tax credit that allows businesses to take wage
wage subsidies, and tax incentives to train, credits against their state income tax for hiring a broad category of low income
hire, and promote workers who live in San workers. The Mayor has successfully leveraged this program and has expanded the
Francisco. City's local Enterprise Zone Payroll tax Exemption to mirror the state program.
Therefore, employers are eligible for both state income tax credits and a local payroll
tax exemption if they hire a qualified San Francisco resident.

Done/Ongoing Help 10,000 low-income San Franciscans The Mayor and Treasurer launched the Bank on San Francisco initiative in September
open bank accounts by September 2008. of 2006. The program works with financial institutions to help low-income families
avoid check cashers by opening suitable starter bank accounts at mainstream
financial institutions. Bank on San Francisco is a collaborative effort of the Office of
the Treasurer, the Federal Reserve Bank of San Francisco, the non-profit EARN and
seventeen banks and credit unions. In the first year of the two-year pilot, 11,110
accounts were opened - far exceeding the original goal of 10,000 accounts in two
years. In light of this, the goal has now been raised to 20,000 accounts by
September 2008.

Bank on San Francisco has been adopted as a model program by the State of
California, the Clinton Foundation, the National League of Cities, the US Conference of
Mayors, the US Department of the Treasury, and the AARP. Replication efforts are
now on-going across the country.

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Done/Ongoing Increase and broaden opportunities for 'Project Homeless Connect provided volunteer opportunities for several thousand
seniors to mentor, tutor, and participate in seniors. Based on findings from a 2006 statewide survey of seniors, DAAS is working
the community. with the Advisory Committee of the Office of Aging to develop strategies to engage
seniors in volunteer
opportunities.

In his 2008 inaugural address, the Mayor pledged to expand opportunities for Baby
Boomers to mentor public high school students.On 10/03/08, DAAS is holding a
Boomer Research Forum, called San Francisco's Boomer Generation: A Breed Apart.
The four workshop areas will be: Healthy Aging, Homecare Workforce, Boomer
Mental Health, and Volunteer Survey and Interests. During the Volunteer Survey and
Interests workshop, expanding opportunities for Boomers to mentor public high
school students will be covered.

Done/Ongoing Expand Wages+ Program to reach all ''The most recent wage increase for qualified Wages+ Program child care workers
qualified child care workers and raise wages was provided in the FY 07-08 budget, bringing the base wage to $9.80 per hour.
consistent with Minimum Compensation WAGES+ currently provides wage support for nearly 24% of the early care and
Ordinance. education workforce and approximately 46% of projected eligible ECE workforce
participants. Mayor Newsom continued the HSA commitment of providing paid sick
leave to WAGES+ participants by committing $375,000 in the FY 07-08 budget for
approximately 400 early care and education workforce participants. This represents a
100% change in paid sick leave available for the family child care participating in
WAGES+. In FY 07-08 the BoS provided $800,000 in funding to WAGES+ to expand
to eligible centers and FCC: 4 employers with 16 centers and 45 FCCs were added.
(NOTE: The Minimum Compensation Ordinance amendment passed by the Board of
Supervisors in August 2007 does not include WAGES+ providers.)

Done/Ongoing Work with the Planning Department to The Planning Department completed a Production, Distribution, Repair (PDR) analysis,
designate areas where businesses that “make providing a needs assessment for these industries, and has proposed zoning in the
things” are given first priority. Eastern Neighborhoods based on this assessment. The department is working with
MOEWD on city-wide economic analysis and on business development and a PDR
coordinator has been hired at MOEWD (single point of contact for industrial
companies). Created Industrial Business Retention Program.

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Done/Ongoing Support programs that provide technical The Small Business Commission funded the Bayview Business Center, Mission
assistance, training, and loans to help Economic Development Association (MEDA), Urban Solutions, Women's Initiative for
entrepreneurs start small businesses. Self Employment (WISE), Small Business Development Center (SBDC), and other
neighborhood economic development organizations to provide technical assistance
through Community Development Block Grants dollars. The Small Business
Commission organized and launched the second-largest Small Business Week in the
country. The event connected over 5,000 small business owners to city departments,
non-profit technical service providers and the national Small Business Administration
(SBA) resources. This annual event celebrates the contribution of our 60,000 small
and micro businesses who fuel our local economy. 70% of the participating
restaurants in the kick-off event reported increased revenue and increased customer
/ clientele base from event. Eighteen restaurants in total contributed over $36,000 of
in-kind food, staff and materials to the kick-off.

On May 13, 2008, the Small Business Assistance Center (SBAC) officially opened its
doors as a major milestone for the small business community of San Francisco. The
expanded Office of Small Business, composed of the Small Business Commission
(SBC) and Small Business Assistance Center, was originally chartered by voter
approval in 2003 as the official resource for the small business community. The
responsibilities of the office range from representing small businesses in city public
policy to assisting with business license and permits. Within the three months since
its launch, the SBAC has served over 300 clients. The cases range from technical
assistance with Business Registration Certification, registration of Fictitious Business
Names, applications for Street Vendor permits and referrals to organizations with
specialties in writing business plans, preparing loan packages, and offering
professional marketing consultation.

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Done/Ongoing Bring wireless technology and free The City adopted a policy requiring wiring compliance with DTIS specs for
computers to affordable housing development of all future affordable housing in July, 2005. In 2006, MOCI distributed
developments and community centers. 100 free and low cost computers to residents of the Alice Griffith housing
development as part of the Communities of Opportunity initiative. MOCI plans
another computer distribution in December with support from SF Connect. DTIS has
developed a citywide Digital Inclusion Strategy with the TechConnect Community
Task Force including programs to make computers more affordable to all the City's
low income residents and families. DTIS is also working with a local computer
refurbisher to distribute free computers to local youth who are providing technology
support and training for families residing in the Westside Court Housing Development.

As mentioned in the Mayor's pledge to expand wireless internet access, in June 2008,
the Mayor announced the launch of Wi-Fi 2.0, the “Network of Community Networks”
to provide free internet access to all San Franciscans, with a focus on underserved
communities. Thusfar, the The City has initiated networks covering 899 units in San
Francisco Housing Authority properties, including Valencia Gardens and Bernal
Dwellings. In addition to sponsoring such networks, the City is working with Meraki, a
SF based company, to extend free broadband Wi-Fi to dozens of neighborhoods.

The Mayor also announced the launch of TechConnect PC Purchase Program for
Working Families. The program, sponsored by Dell Incorporated, Intel Corporation
and Patelco Credit Union in its first year, offered eligible low-income working families
the opportunity to buy a new, discounted Dell computer for a low monthly cost with a
loan from Patelco.

Done/Ongoing Lead efforts to build strategic relationships The Mayor has hosted numerous meetings with private and philanthropic funders
with public and private funders. about his policy priorities which has led to significant financial support for initiatives
such as Project Homeless Connect, Communities of Opportunity, the Working Families
Credit, Citybuild, and other priorities. MOCI will be looking at how to leverage
investment dollars to support five signature initiatives focused on the City's most
vulnerable populations: Communities of Opportunity (a collaborative effort focused on
four neighborhoods facing extreme socio-economic challenges); HopeSF (an initiative
to develop new public housing); Transitional Aged Youth (TAY - an initiative to
improve outcomes for youth aged 16-24), the CCSF's citywide Violence Prevention
initiative; and a workforce initiative for at-risk youth called "Reconnecting All through
Multiple Pathways" (RAMPSF).

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Done/Ongoing Meet with private employers and financial The Mayor and Treasurer launched the Bank on San Francisco program in September
institutions to discuss opportunities for them 2006. The program helps low-income families avoid check cashers and instead, open
to provide matched savings accounts to San bank accounts. The initiative also increases access to high-quality financial education
Franciscans. through a variety of resources, including classes across the city taught by EARN who
specializes in delivering financial education to lower-income communities, and
through on-line resources like thebeehive.com. In 2008, Bank on San Francisco
implemented a mini-grant program for organizations to help cover the costs of
offering financial education classes in the community. Over 30 classes have been
convened thus far. Funding sources includes a $200,00 grant from AIG.

In January 2008, the Mayor announced the Children's Future Fund initiative which will
create savings account for newborn San Franciscans with initial funding from the City
and County of San Francisco. The Mayor's Office and the Treasurer will work with
private funders and financial institutions to identify partnership opportunities. The
Office of the Treasurer is convening a working group to work through implementation
for this initiative.

Done/Ongoing Accelerate completion of public libraries The renovation of the Excelsior Branch Library was completed in July 2005. The new
financed by the $106 million library bond Mission Bay Branch Library opened July 8, 2006 making this library the first new
approved by voters in 2000. branch library in the city in 40 years. The West Portal Branch Library reopened on
February 10, 2007 after extensive renovation. The Sunset Branch Library re-opened
in March 2007. The Glen Park Branch Library grand opening was held October 13,
2007. Groundbreaking for the new Portola Branch Library occurred in July 2007.
Completion of the Marina Branch Library Aug 4, 2007. Additional funds totaling $4
million dollars to augment the Branch Library Improvement Program (BLIP) were
included as part of the FY06-07 Library Budget. Another $2 million added for FY07-
08 while $5.75 million was added in FY 08-09 for the Visitacion Valley Fee Advance,
LEED, design, acquisition and other costs. State grant monies totalling $9,710,784
offset the costs for the Richmond and Ingleside projects. On Feb 2, 2008, the
Western Addition Branch had its Grand Reopening. Ingleside Branch groundbreaking
occurred on 2/15. The historic Noe Valley Branch reopened on 3/8/08. Bernal
Heights and Eureka Valley Branches closed in February and March 2008 for
remodeling. The Richmond Branch closed in March 2007 for an extensive renovation
and will reopen in early 2009.

Done/Ongoing Set participation goals for participation by Completed under the permanent legislation enacted in May 2006. Currently 1,213
Local Business Enterprises (LBEs) in City LBEs certified.
contracts.

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Done/Ongoing Explore the feasibility of increasing the bid Completed under the permanent legislation approved on May 2, 2006. 1,213 certified
discount for all Local Business Enterprises LBE's as of February 2008.
(LBEs) to 10%.

Done/Ongoing Design, implement and expand the Communities of Opportunity (COO) launched on October 3, 2006. Bridgespan
Communities of Opportunity (COO) initiative. developed the business plan in January 2006 and updated it in May 2006. COO held a
successful pilot in October 2005 at the Alice Griffith housing project and expanded to
three other sites in 2007: Hunters View, Hunters Point and Sunnydale. COO is an
innovative collaborative effort between the Mayor’s Office, city departments,
philanthropic community, and the residents of neighborhoods experiencing socio-
economic challenges.
Other accomplishments as of the summer of 2008:
*10 Foundations have pledged $3.8 million over two years
*Four Opportunity Centers have opened (Oakdale, Sunnydale, Allice Griffith, and
Hunter's View-Youth Park);
*1,200 members registered;
*Four resident leadership teams formed;
*297 residents, including 65 youth, have been hired into transitional and full time
employment;
*Over 500 kids participated in COO's summer Heritage Camp and more than 260 are
engaged in quality afterschool programs

Done/Ongoing Promote creation of jobs in conservation and MOEWD released a clean technology report in 2004, and announced the creation of
clean energy industries. the Clean Tech Advisory Council (CTAC) in 2005. CTAC works to attract clean
technology businesses to San Francisco, create high paying and high-skill jobs, and
position the City as a global hub in the creation and use of clean technology. As of
September 2007, 34 clean tech companies and 18 firms with a focus on green
finance are located in the City.

San Francisco also is linking its environmental programs, economic development


strategies and workforce development infrastructure to prepare clean technology
employees for the region. Our ongoing Workforce development initiatives include a
Green Collar Jobs Initiative, which prepares and places low income residents in green
collar jobs such as construction and solar installation.

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Done/Ongoing Convene a Southeast community taskforce The Mayor's Communities of Opportunity program holds ongoing community meetings
to develop an economic revitalization plan to strategize how to best use City and community resources in southeastern
for southeastern San Francisco neighborhoods. The initiative has a strong focus on Economic Development. MOCI &
neighborhoods. MOEWD contracted with Social Compact to conduct an income, asset, and economic
spending patterns assessment for San Francisco which was completed in March
2008. Social Compact issued its Neighborhood Drilldown which includes the
Bayview/Hunters Point neighborhood as well as the Visitacion Valley neighborhood.
MOEWD hosts an interdepartmental working group with key city agencies to
coordinate revitalization efforts on 3rd Street in Bayview/Hunters Point. The Study
also revealed that San Francisco's population was undercounted by nearly 100,000
individuals. MOCI, on behalf of the Mayor, initiated a challenge to the population
estimates for 2007 and the Mayor should receive the outcome by the end of
September (the City was able to validate 43,500 individuals through various records
accepted by the Census Bureau).

Done/Ongoing Accelerate completion of Hetch Hetchy SFPUC has made major progress in the $4.3 billion overhaul of the seismically
rebuild. vulnerable Hetch Hetchy regional water system. Key projects in San Francisco and
the region are under construction, including the Sunset Reservoir, which supplies
water to two-thirds of all San Franciscans. A comprehensive accounting of the costs,
projects and schedule for this major capital program has been completed under the
General Manager. An Environmental Impact Report is underway.

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Done/Ongoing Expand wireless internet (WiFi) access in the In August 2005, the Mayor announced "TechConnect" with the release of a Request
City. for Information (RFI) to encourage outside bidders to provide universal, low cost WiFi
access in the City. Free WiFi in Union square was launched in September 2004. Free
WiFi in Civic Center, Ferry Plaza, and Portsmouth Square was launched in October
2005. Other initiatives include bringing free WiFi to the Main Library, and pilot
projects at the North Beach and Alice Griffith San Francisco Housing Authority
properties. In January 2007, the Mayor submitted to the Board of Supervisors the
proposed Earthlink/Google partnership that would make San Francisco the first major
city in the country to offer free universal wireless internet access. Due to delays in
passing the contract at the Board of Supervisors, Google/Earthlink withdrew their
proposal.

On January 31, 2007, the Mayor announced "WiFi Anywhere", a partnership with the
SF Unified School District, DTIS, Project Tech Connect, Bay Area Video Coalition
(BAVC) and San Francisco State. Nokia’s generous contribution of approximately 10
camera/phones and 60 Internet tablets will help to integrate the next generation of
WiFi cameras and Internet Tablets into three local after-school and in-school, youth
media programs: BAVC’s Digital Pathways Program at John O’Connell High School,
the Media Academy at Balboa High School and BAVC’s advanced youth video artists
program.

In June 2008, the Mayor announced the launch of Wi-Fi 2.0, the “Network of
Community Networks” to provide free internet access to all San Franciscans. The City
is sponsoring some networks in SF Housing Authority developments and working with
Meraki, a San Francisco-based company, to extend free broadband Wi-Fi to public
and private low income housing developments in dozens of neighborhoods. The City
has initiated networks covering 899 units in SFHA properties, including Valencia
Gardens and Bernal Dwellings. Meraki initiated its effort by installing its "Free the
Net" at the Altamont Hotel, an SRO in the Mission District, with the goal of replicating
this model at other public and privately owned sites throughout the City. Already
more than 140,000 San Franciscans have connected to Meraki’s “Free the Net.” By
the end of the year Meraki plans to bring internet access to every neighborhood in
the city, with a focus on underserved communities.

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Done/Ongoing Create Community Benefit Districts (CBDs) in MOEWD has facilitated the creation of a nine new Community Benefit Districts since
City neighborhoods to enable property the start of the Newsom Administration. These include Yerba Buena, Central Market,
owners and businesses to enhance Castro/Upper Market, Noe Valley, North Market/Tenderloin, Mission, Fisherman's
landscaping, street furniture, public art, and Wharf, and Filmore. These join the pre-existing Union Square BID to make a total of
other amenities beyond what the City ten community benefit districts in San Francisco.
currently provides.
Mayor Newsom signed legislation in March 2004 streamlining the process for creating
CBDs and created a matching grant program for CBDs in 2007. Other CBDs that are
still in the planning phases are Polk, Excelsior, Maiden Lane, North Beach/Broadway,
and Japantown. In 2008, the Union Square BID expanded to include Hallidie Plaza,
and the FY08-09 City budget includes $250,000 for CBD matching grants for capital
improvements.

Done/Ongoing Reach out to 100 businesses in 100 days to Mayor Newsom has met with over 600 businesses between January 2004 and
strengthen City business retention. September 2008. This initiative is now an ongoing program whereby the Mayor
meeting with businesses, individually and in groups, throughout the year.

Done/Ongoing Direct the Small Business Commission and The Mayor issued Executive Directive 05-106 on October 21, 2005 that directed City
city agencies to more aggressively publicize departments to: 1) notify the Small Business Commission of all contracting
opportunities to bid on city contracts. opportunities; 2) draft and update an annual plan to outreach to small businesses on
contracting opportunities; 3) publicize all contracting opportunities within the small
business community; 4) use www.sfbizinfo.com to report small business concerns;
and 5) appoint a staff liaison to the Small Business Commission. The Small Business
Commission is in the process of executing this directive in partnership with city
agencies. In addition, through the Small Business Assistance Center, the Small
Business Commission offers workshops and one-on-one technical assistance to
businesses needing help becoming certifies vendors.

Done/Ongoing Direct the Small Business Commission to As part of the FY08 budget, the Mayor proposed a new Small Business Assistance
commission a Small Business Advisory Panel Center to help streamline permitting for small business and increase technical
to design/develop a policy document to assistance. The funding for the Center was not approved in the 06-07 budget
recommend ways to streamline the permit process, so with the help of small business advocates, the Mayor placed a measure
process for small businesses. on the November 2007 ballot to create one-stop shop for small businesses to help
streamline permitting. The Small Business Assistance Center was established by the
passage of Proposition I on the November 2007 ballot.

In addition, in May 2008, the Mayor announced that the Department of Public Works’
new web-based permitting system would allow small businesses to renew their café
tables and chair permits online. The system creates convenient access to city services
for small businesses in SF by cutting permit approval times in half and eliminates the
need for merchants to visit DPW offices.

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Done/Ongoing Work with SF Private Industry Council’s First In August 2008, CityBuild launched its seventh training academy with 60 students
Source Hiring Program, local Joint admitted. Over 150 residents submitted applications for admission and attended 20
Apprenticeship and Training Committees, hours of mandatory job readiness training. CityBuild, in conjunction with Union and
unions, employers, schools, and CBOs to Community Based partners, interviewed 98 of the applicants and selected the top 60
recruit and place local residents into candidates. Plans are underway to conduct two more cycles in FY08-09. Since its
apprenticeship programs (i.e. create inception in 2006, CityBuild has placed a total of 697 San Francisco residents in
CityBuild) construction employment and maintained a placement rate at 90%.

Done/Ongoing Investigate expanding MOCI’s micro- MOCI funds several non-profits that perform microeconomic development work and
enterprise loan program. make extensive use of micro-lending programs. MOCI is working with neighborhood
economic development organizations to implement a micro-enterprise curriculum
using the National Foundation for Teaching Entrepreneurship model, and to expand
marketing.

MOCI continues to support micro-enterprise efforts with Violence Prevention general


fund resources. MOCI granted $412,500 to support micro-enterprise development
focused on women (214 projected to be served) and $365,000 focused on youth (40
projected to be served). These grants will cover the period from December, 2007,
through November, 2008.

Through the first half of 2007-08, 184 small businesses and micro-enterprises start-
ups were established as a result of services provided by MOCI funded agencies,
compared to 468 in 06-07, 317 in 05-06, 254 in 04-05, and 240 in 03-04. In 2007,
the Mayor advocated for SB 446 (Yee), which would establish a new micro-enterprise
grant program at the state level, to provide grants of up to $100,000 per applicant.

Done/Ongoing Develop incentives for developers to employ MOEWD announced an Expedited Permit Processing process for green buildings in
green building standards. October 2006. At the direction of the Mayor, DBI and Planning created a new
directive that gives priority permit review to all new and renovated buildings that
qualify for the LEED Gold rating or equivalent. In 2007, Mayor Newsom created a
Green Building Task Force made up of leading experts in the field. This Task Force
has completed its work and has recommended a phased in set of green building
requirements on all residential and commercial development.

In December of 2007 the Mayor proposed an ordinance dictating green building


standards for all commercial buildings over 5,000 square feet, residential buildings
over 75 feet in height and renovations on buildings over 25,000 square feet which, if
approved, will be the most stringent building requirements in the nation. If
implemented, by 2012 these new standards are projected to save 220,000 megawatt-
hours of electricity, 100 million gallons of drinking water, and 60,000 tons of CO2
emissions.

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Done/Ongoing Ensure enforcement of the City's labor The Office of Labor Standards Enforcement (OLSE), created in 2001 to enforce
standards laws, including investigation of prevailing wage requirements on City public works contracts, is now responsible for
sources of dedicated funding for the Office of enforcement of many unique, groundbreaking, local labor laws. San Francisco is one
Labor Standards Enforcement (OLSE). of three cities in the country with its own minimum wage law, the first city to require
paid sick leave, and the first city to require that employers pay an hourly amount for
employees’ health care. Accordingly, staffing at the OLSE has increased from 3 in
2001 to 15 current employees, with multilingual and multicultural capacity. Successful
enforcement actions have resulted in the recovery of $2,659,660 in back wages owed
pursuant to the Minimum Wage Ordinance and $2,867,379 in back wages for
prevailing wage violations.

Done/Ongoing Implement a meaningful green collar jobs The Mayor's Office of Economic and Workforce Development has launched the
program in San Francisco. workforce component of the GoSolarSF Incentive Program, which provides a $6,000
incentive for installations performed by contractors employing graduates of an
approved workforce development program. This program provides low–income San
Francisco residents with access to green collar employment opportunities, while
simultaneously assisting employers in meeting their staffing needs. Since
implementing the program in August 2008, seven community-based organizations
were approved as workforce referral agencies, and 13 solar companies registered as
qualified installers.

Done/Ongoing Investigate charging the Planning All Better Neighborhoods plans include a means for developer participation in
Department and MOEWD with establishing a neighborhood infrastructure development, consistent with nexus requirements. Other
city-wide development contribution to cover community planning efforts, such as the Eastern Neighborhoods rezoning, are
capital costs of city services provided to investigating the application of impact fees and other developer obligations within
developments, such as schools, roads, and areas where significant development increases the need for improved infrastructure.
open-space. New legislation allows for a new fee to recover of the costs of Area Plans from
projects which use the plans to expedite the planning process. In addition, the
Planning Department continues to explore mechanisms for charging and
administering fees on a comprehensive citywide basis.

Done/Ongoing Support creation of a Bayview Technological The City facilitated the creation of the Bayview Center for Arts and Technology
Arts Center (BAYCAT). (BAYCAT) on 3rd Street, and is considering creating a multimedia arts district as part
of the Hunter's Point Shipyard development. MOCI continues its $58,000 grant to
BAYCAT in FY 08/09 for community programs for young adults, along with a $45,000
grant for youth 17 and under. MOCI are also supporting a new BAYCAT program for
$30,000 for professional marketing, branding and visual merchandising for local small
businesses.

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Done/Ongoing Investigate establishing special development The value created from zoning changes is considered in all Better Neighborhoods
fees for developing rezoned land. plans. Both the Rincon Hill Plan and the Market Octavia Plan adopted localized impact
fees along with their rezoning, and all plans pending adoption, such as the Eastern
Neighborhoods and Balboa Park Area Plans, will also include localized impact fees.

Done/Ongoing Require publicly funded projects to set and In 2006, CityBuild began providing project compliance monitoring and employment
monitor employment goals for local residents. placement on San Francisco construction projects, becoming the operational arm for
First Source construction agreements. To date, CityBuild has placed qualified workers
on 218 construction projects, helping contractors to meet their hiring goals.

Done/Ongoing Support renovation of the Bayview Opera This is part of the Town Center redevelopment plan. The Mayor's Office of
House and pursue efforts to expand existing Community Investment (MOCI) is working collaboratively with the Mayor's Office of
programs. Economic Development (MOEWD), Local Initiatives Support Coalition (LISC) and
Redevelopment on this objective. $400K invested in FY07-08 for the rehabilitation of
facility.

Done/Ongoing Expand childcare subsidies for low and In FY07-08, City investment was increased by $1 million to a total of $9,362,042 in
middle income working families. local investment for child care subsidies through vouchers and grants designed to
provide support for care for the hardest to serve - infants and toddlers and the
children of homeless families. In FY08-09, First 5 San Francisco provided funding for
this pilot expansion.

Done/Ongoing Encourage property owners to put art and Red Ink Studios, a nonprofit organization, is linking individual artists with the owners
cultural displays in vacant storefronts and of vacant storefronts to provide free or low cost studio space to artists. It enlivens
create short-term gallery exhibits. the street and helps promote the property to potential lessees. Galleries are located
at 989 Market Street, 1035 Market Street, and the SF Mart. The City is exploring the
expansion of this program. The Mayor's Office of Economic and Workforce
Development (MOEWD) has partnered with the Arts Commission to pilot a similar
program for arts organizations.

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Done/Ongoing Create new cultural destinations through art- This City is creating new arts and cultural destinations in the Lower Fillmore Jazz
conscious city planning. Preservation District, Mission Bay, Rincon Hill, along Third Street Light Rail, and
through new art at Hayes Green. The department is working with the Tenderloin
Arts Coalition to encourage atrists to occupy vacant storefronts and working closely
wth SFRA and the Planning Department. In addition, the department is working
closely with Conventions and Visitors' Bureau to promote cultural tourism in the
neighborhoods.

Done/Ongoing Investigate options to make the payroll tax There is a measure on the November 2008 ballot that would close the partnership
more equitable. loophole and ensure that all San Francisco businesses pay their fair share of our local
business tax.

Done/Ongoing Improve efforts by city departments to The City has worked with Wells Fargo to open a branch on 3rd street, and obtain a
coordinate with financial institutions and $500K loan fund from WellsFargo for façade improvements. The City continues to
small business development centers to pursue additional partnerships.
increase small business access to capital.

Done/Ongoing Direct the Office of Contract Administration OCA is working with City departments to access the Department of Public Health's
(OCA) to improve and streamline contracting (DPH's) central repository for shared non-profit-related documents. DPH, DCYF, HSA
procedures. and the Controller's office staff have access and have received an orientation to the
COOL (Contracts On-Line) system. OCA is also chairing a non-profit review panel
that oversees streamlining of the contracting procedures.

Done/Ongoing Establish pre-paid pass programs that bundle The Planning Department is now requiring car-sharing space be located in all new
passes with fees for new development. residential projects in Rincon Hill, Transbay, Mid-Market, and the Better
Neighborhoods areas to reduce the need for residents to rely on cars. The Treasure
Island plan requires that every unit built purchase a transit pass as part of their
Home Owners Association dues.

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Done/Ongoing Encourage private businesses to make use of This is a regular part of the Planning Department's activities, including through
public space. permits, planning projects, and coordination with other City agencies.

Done/Ongoing Ensure that contractors and sub-contractors After researching policy options, OLSE has focused on ensuring that repeat violators
who violate living wage and project labor of the City’s prevailing wage laws not be allowed to continue to bid on City
agreements are prevented from participating construction contracts.
in fast-tracked projects.
The Office of Labor Standards Enforcement (OLSE) has conducted thorough
investigations and audits of prevailing wage violations, affording contractors due
process rights to appeal to an independent hearing officer. Four contractors have
been debarred from bidding City public works contracts. OLSE also cooperated with
the SF District Attorney’s Office and the California Department of Insurance resulting
in successful criminal prosecution of another public works contractor.

Done/Ongoing Accelerate completion of Transbay Terminal. An inter-agency working group, comprised of the City’s lead planning and
transportation stakeholders, analyzed the Transbay project and made
recommendations to help ensure completion – including both the terminal and rail
components – as soon as possible. In order to achieve this goal, the report
recommends a three-pronged strategy: (1) capturing additional value through
intensified development around the terminal; (2) reducing project costs through
effective value management; and (3) working with stakeholders to develop a feasible
funding plan for the downtown extension that does not unduly rely on high-speed rail.
The terminal is now fully funded, but the downtown extension of Caltrain ("DTY") has
a 2+billion dollar funding gap.

In 2007, the Transbay Joint Powers Authority (TJPA) selected the development team
of Hines/Pelli to develop the Transit Tower and Transit Center. TJPA staff is working
on both land sales and Federal and State funding strategies to pay for the DTY.

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Done/Ongoing Increase jobs available for youth. In FY 07-08, DCYF reached its goal to place 3,200 youth in jobs: subsidized or
unsubsidized, internship, or on-the-job training program. The Mayor's FY 08-09
budget includes an $800,000 expansion of employment services targeting in -risk
youth which will be awarded to 2-4 qualified community based agencies in October
2008.

Past year's support includes:


In April 2005, Mayor Newsom launched a citywide "Jobs for Youth" initiative in
collaboration with United Way, which worked toward creating 400 jobs and 100 paid
internships annually in the private sector for San Francisco youth. In June 2006, the
Mayor announced SF Safe Summer 2006, which created 225 new summer jobs for
youth on probation and other job seekers. In Fall 2006, DCYF funded a new
vocational school offering high tech training to high risk youth at county schools.
DCYF reports a 48% increase in the number of jobs for youth from 05-06 to 06-07.
Opportunities for all youth increased, particularly for youth in the juvenile justice
system. 80 businesses are participating in Jobs for Youth.

In Progress Institute tax reforms to support the efforts of In his 2008 inaugural address, the Mayor called for payroll tax reform - to raise
small businesses in San Francisco. payroll tax exemption for first time in 25 years; for closing the "partnership" loophole
that allows big businesses to escape paying taxes that are required of small
businesses; and for tax breaks for small businesses that hire returning veterans.

In Progress Accelerate develoment of Candlestick Point The City is advancing plans, with the support of the Board of Supervisors, to combine
and the Hunters Point Shipyard, including the Hunters Point Shipyard and Candlestick Point as one project to create new
possibly a new stadium for the 49ers. waterfront parks, affordable housing, and jobs, as well as to create an attractive
stadium site for the San Francisco 49ers. The new plan will include 8,500 housing
units, rebuild of Alice Griffith, 350 acres of parks, 2m sq ft of commercial space, and
700k sq ft of retail space. The conceptual framework for the development was
approved by the Board of Supervisors in 2007.

In Progress Create a new creative/educational campus at Building on the work performed by EDAW students in Summer 2005, which outlines a
Pier 70 on the Central Waterfront. sustainable development vision for Pier 70, the City is working with the Port and
interested parties to explore permanent creative cultural and mixed uses at Pier 70.
In advance of a solicitation for development proposals, the Port is currently
conducting a master planning process for Pier 70 that involves, among other things,
investigating the adaptive re-use potential of over 40 historic structures. The master
development plan will include provisions for public benefits in the form of significant
waterfront access and open spaces and other economic development opportunities.
The City is currently talking to a wide range of potential anchor tenants, including a
number of institutional/ educational users. The Master Plan will be completed by the
end of 2008 and solicitation of development proposals will occur in 2009.

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In Progress Adopt the draft Preservation Element as part Drafted General Plan amendment to be introduced to Planning Commission by end of
of the city’s general plan. 2008?. Adopt the Preservation Element through the public review and approval
process.

In Progress Launch and contribute to a savings program The Mayor announced the creation of the Children's Future Fund in January 2008 - a
for every new resident born in San Francisco. program that will make a deposit at birth for every newborn San Franciscan and offer
the proceeds of this fund to every graduating high school senior. This program is
designed to spur a culture of savings and teach financial literacy to families.

In Progress Coordinate CCSF's economic outreach to In fall 2008, Mayor Newsom is launching ChinaSF, an initiative which will create and
China. strengthen economic development opportunities between San Francisco and China. A
public-private partenrship, ChinaSF will have offices in San Francisco and Shanghai.

The Shanghai office will focus on marketing San Francisco and identifying in-bound
business opportunities, especially Chinese companies seeking to establish North
American headquarters space and/or other “front office” functions such as sales and
marketing, customer support, and design, as well as key financial services
companies, including Chinese banks and Sovereign Wealth Funds. This effort will also
include developing marketing and outreach materials, campaigns and events.

The San Francisco Office will focus on supporting the efforts of Chinese companies
considering locating to San Francisco, and San Francisco companies that are already
doing business in China or are looking to do so.

In Progress Work with the San Francisco Workforce The Mayor's Office of Economic and Workforce Development (MOEWD) is currently
Investment Board (WISF) to coordinate conducting a comprehensive workforce strategic planning process that will assess the
existing workforce development funds. workforce needs and assets, and will chart out priorities for city's workforce
development system. MOEWD has completed an exhaustive environmental scan to
secure stakeholder input including: seven employer focus groups in a variety
industries, ten resident focus groups in various neighborhoods, eight focus
groups/forums with workforce service providers, and a series of surveys targeting
employers, residents and workforce providers. As a result of the planning process,
MOEWD will work with the WISF to create a comprehensive strategic plan that will
guide workforce policy for the next five years, and will include and annual plan to
prioritize and coordinate how the City utilizes its workforce funding to maximize the
impact on residents and employers.

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Policy Area: 04. Public Safety Count: 52


Done Develop strategies for quickly procuring The Department of Emergency Management (DEM) has hired a logistics expert and
water, food, and shelter for San Franciscans shelter expert. The new Care and Shelter Plan has been completed. Surveys have
dislocated by a disaster. been conducted to identify shelter sites that can hold up to 50,000 displaced people.
The SF Public Utilities Commission has completed a plan for distributing drinking
water. In September 2006, the Mayor announced a new Care and Shelter Database
that includes 85 sites throughout the City where the City can shelter people displaced
by a disaster. In FY08-09, the Super Urban Areas Security Initiative (SUASI) is
funding an expansion of this model for the entire region.

In 2007, DEM purchased approximately 12 trailors for San Francisco, Marin and San
Mateo counties, which stockpile shelter supplies - such as sleeping mats, blankets,
and hygiene kits for 35,000 people. These supplement additional Red Cross supplies.
In 2008, Homeland Security Grants funded water bagging equipment for PUC for use
during a disaster.

Done Create a backup 9-1-1 call center. The 3-1-1 Center at 1 South Van Ness Avenue has been constructed to also serve as
a backup 9-1-1 call center if needed. ECD has purchased a backup Computer Aided
Dispatch (CAD) system, improved backup 800MHz radios, and an upgraded backup
telephone system. The CAD, Radio, and Phone equipment are currently in the
installation/testing phase. Protocols for activation are currently being developed.

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Done Reduce injuries caused by aggressive dogs In June 2005, Mayor Newsom created a Canine Response Working Group which
and reduce the number of impoundments developed recommendations for reducing aggressive dog attacks, including
and euthanasia of pit bulls. spay/neuter requirements and regulation of backyard breeding, but not outright
banning of specific breeds.
Accomplishments:
* In the year and a half after the mandatory pit-bull spay/neuter legislation was
passed impounds for pit bulls has decreased by 33% and euthanasia for this "breed"
has decreased by 47%.
* Canine Response Working Group was created Jun 2005, which developed
recommendations for reducing aggressive dog attacks including spay/neuter
requirements and regulation of backyard breeding, but not outright banning of
specific breeds
* Supervisor Dufty sponsored a local San Francisco ordinance mandating, with limited
exceptions, spay/neuter and breeding requirements for all pit bulls; Board passed
legislation, which was signed by the Mayor and became effective January 2006.

Investments:
* $60,851 in FY05-06
* $60,000 in FY06-07
* $61,312 in FY07-08

Daily Life Impact:


*Residents can enjoy all facets of San Francisco life without having to worry about
unsafe or threatening dogs
*486 animals have been altered in response to this legislation
* 184 citations have been issued to pit bull owners who were in violation of ordinance
* 249 affidavits were signed by pit bull owners promising to spay/neuter their dogs
* 37 pit bulls have been seized
* 35 dog owners were found noncompliant
* 455 investigations for possible violations of this law

In April, 2007, San Francisco was named the "Most Humane City " in the country by
the Humane Society of the United States.

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Done Lobby for renewal of the assault weapons Mayor Newsom, Senator Dianne Feinstein, and Police Chief Heather Fong held an
ban. April 2004 press conference calling for renewal of the assault weapons ban. Renewal
of the ban was opposed by the President, and failed.

Locally, the San Francisco Police Department is pursuing new and aggressive gun
seizure benchmarks. The Department has seized roughly 1,200 guns annually in
recent years, with roughly one quarter being assault weapons. The number of guns
seized through August 24, 2008 is 810.

In addition, the Mayor is working with District Attorney Kamala Harris and Assembly
Member Mark Leno to have gun shows halted at the Cow Palace.

Done Implement digital 911 technology to enable The Digital Voice Logging Recorder system (DVLR) has been installed and the new
the Emergency Communications Department system became operational on May 19, 2005.
to provide 911 call recordings to prosecutors
within 24 hours. This will make the calls
available at arraignment, and help protect
victims of domestic violence.

Done Retain experienced SFPD officers. In October 2006, the Mayor announced his proposal to provide $250,000 in financial
incentives to retain experienced SFPD officers and to recruit experienced officers from
other jurisdictions. The Mayor worked with Supervisor Sean Elsbernd and the Police
Officers Association to put forward this proposal.
Accomplishments:
•Dec 2006, Board, and the Mayor signed, an ordinance sponsored by the Mayor that
amends the current Memorandum of Understanding between the City and San
Francisco Police Officers' Association that offers incentives to retain experienced
police officers, recruit new officers through referral bonuses, attract officers from
other police agencies with signing bonuses, and create a labor-management
recruitment committee
•July 2007, a new Memorandum of Understanding between the City and San
Francisco Police Officers' Association offers homeownership and rental & relocation
assistance programs for San Francisco police officers.
•February 2008, the Mayor supported, and voters enacted, a Deferred Retirement
Option Program to allow certain retirement-eligible police officers to continue working
for up to three additional years while accumulating
their regular retirement benefits in tax deferred retirement accounts.
•Police officers will have more incentive to either continue or begin new employment
with SFPD,
thereby reducing attrition and increasing the numbers of police officers keeping the
City safe.

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Done Explore Boston’s “Pulling Levers” program to The "Pulling Levers" program is also referred to as "Operation Ceasefire." Boston's
reduce gang violence. model has been very influential on many cities' violence reduction strategies in across
the country. San Francisco instiuted its own version of Operation Ceasefire in 2004.
This process consists of collaboration between MOCJ, the San Francisco Police
Department, District Attorney, Adult Probation, Juvenile Probation, Sheriff, and state
and federal law enforcement agencies including the US Attorney to engage in a data-
driven approach to coordinate law enforcement strategies aimed at reducing gang
and street violence.

In 2007, the Mayor's Office of Criminal Justice instituted a new multi-agency


collaboration to target system-involved individuals for intensified services and
support. This new collaboration is aimed at reducing the likelihood that probation or
parole involved individuals engage in violence or become victims of street violence.
The Adult Probation Department, Department of Children, Youth and Families, several
service providers, and faith leaders are involved in this effort. This MOCJ collaboration
is supported by the Haas Jr. Fund and UC Berkeley's Center for Criminal Justice.

In June 2007 the partners in this collaboration called in 40 probationers and/or


parolees from Western Addition into City Hall for a face-to-face request to "Stop the
Violence." Several of these individuals received intensive services and case
management and incidences of violence were significantly reduced in the Western
Addition as a result.

In February 2008, MOCJ coordinated a San Francisco team of agencies to present this
strategy as a best practice for gang intervention at the California Cities Gang
Prevention Network Conference in Los Angeles. In the spring of 2008, San Francisco
received state funds through the California Gang Reduction, Intervention and
Prevention (CalGRIP) Program to support the expansion of the Call-In to several
other hot-spot neighborhoods. Since then, two other Call-Ins have been held in the
Western Addition and plans are underway to replicate this strategy in Visitacion Valley
and the Mission.

Done Fully fund the Neighborhood Emergency Accomplishments:


Response Team (NERT) program. • Over $1,000,000 of federal Homeland Security grants received to fund NERT
• $100,000 grant received from Johnson & Johnson to fund NERT
• $100,000 grant received from Fireman’s Fund to fund NERT
• $430,000 in General Fund for FY07-08
• $486,462 in General Fund for FY08-09
Thousands of San Francisco residents have received NERT training.

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Done Work with the Police Department and District Accomplishments:
Attorney to ensure that pursuit and • SFPD implemented mandatory suspect interviews
prosecution of domestic violence crimes is a • Requests are made to the District Attorney to review all assigned domestic violence
top priority. cases
• SFPD staff has been realigned for optimum coverage, including assignment of
additional inspectors to domestic violence unit and deployment of a nighttime
Domestic Violence Inspector
• SFPD continues to identify children and families exposed to Domestic Violence for
referral to services

Done Create a comprehensive, citywide The Mayor's Disaster Council approved a new Emergency Operations Plan (EOP) on
Emergency Operations Plan (EOP). January 11, 2005. The EOP had last been updated in 1996. The Department of
Emergency Management has also revised or created many annexes to the EOP,
including: earthquake enhancements, tsunami, storm ready, terrorism, animal care
and communications.

In April 2008, the Mayor announced the opening of the newly remodeled Emergency
Operations Center (EOC) and released updates regarding the Citywide Emergency
Operations Plan (EOP). The new EOC provides SF with the necessary tools and
technology needed to deliver a coordinated City response to a major emergency. The
updated element of the EOP - known as the Emergency Response Plan (ERP) -
describes the role of the EOC; what the City’s specific actions will be during a
response to an emergency - including the actions required of City departments and
agencies; and outlines how the EOC serves as the focal point between local, state,
and federal governments in times of disaster.

In addition a City Wide All Hazards Strategic Plan was developed in 2007 and adopted
in early 2008 with the input and coordination of over 80 stakeholders.

Done Increase the number of San Francisco NERT SFFD continues to train over 2,000 new NERT volunteers each year. The Mayor's
volunteers by 2000 volunteers. 2008-09 budget included $486,462, the highest General Fund appropriation ever for
the NERT program.

Done Establish a city-wide email and fax alert Every district station commanding officer is required to put out a weekly e-mail
system for dissemination of crime detailing current police activity in their districts. The e-mails are now sent to
information to the community. thousands of San Franciscans weekly, or even daily. Also, two cell phones have been
distributed to each district station so that quality-of-life violations can be directly
reported to officers.

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Done Regularly convene the Disaster Council. The Disaster Council now meets quarterly, per legislation introduced by the Mayor
and passed in June 2005.

Done Direct the Police Department to share crime- The CrimeMAPS program has expanded since 2004, which allowing users to obtain
mapping data with the public, through both detailed information about crime in designated areas of the City. It is directly
the Internet and community meetings. accessible from the SFPD website homepage: www.sfgov.org/police. Citizens may
select the CrimeMAPS icon and run a host of different mapping queries that will
provide crime-related information on a map as well as the data supporting the
information listed on the map in the form of reports. CrimeMAPS provides any citizen
with access to the Internet the capability to rapidly obtain detailed information about
criminal activity in the City and County of San Francisco at any time.

Done Expand the Advanced Level Emergency SFFD held regular advanced training sessions to increase the number of City
Response Team so that NERT graduates stay residents trained in advanced emergency response techniques. Topics included
involved and raise the level of their training SEMS, HAM Radio, staging areas, search and rescue, heavy lifting, communications,
to become more effective responders and and Neighborhood Coordinator training. SFFD has also established a NERT Block
neighborhood leaders. Captain Program in collaboration with SF SAFE.

Done Bring San Francisco into compliance with The Board of Supervisors has adopted the National Incident Management System
state Standardized Emergency Management (NIMS), a higher standard than SEMS. This continues to be an integral part of all
System (SEMS) procedures. exercises. NIMS training is ongoing.

Done/Ongoing Train and hire new police officers. Since January 2004, the Police Department has hired and retained 534 new police
officers. A total of 666 new officers will have been hired between January 2004 and
the end of FY 07-08. An additional 150 new officers have been budgeted for FY 08-
09. SFPD loses an average of 100 officers per year due to attrition and retirement.

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Done/Ongoing Upgrade our 800 MHz radio system, The Department of Emergency Management (Homeland Security Group) has worked
including enhanced security, training, and with the Department of Technology (DT) to enhance security at radio sites by
improved ability to reach “dead” areas improving fencing, installing security cameras, and installing a biometric security
around the city. system. DT, ECD, SFPD, and SFFD conduct regular radio degradation drills. While
there are a number of initiatives in progress to improve radio interoperability, the
800 MHz provides exceptional radio coverage. DT and the Department of Emergency
Management have undertaken a new project to provide a backup 800MHz radio
system for public safety which became operational in August 2007.

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Done/Ongoing Improve seismic safety standards for City In August 2006, the Mayor introduced legislation to amend the Building Code to
buildings. create new placards that would designate safety levels of buildings and other
structures after a major disaster. The Board of Supervisors passed the legislation in
January 2007. DBI recently approved an RFP that addresses Formulation of
Earthquake Repair Requirements. This task requires the development of technically
sound, consensus-based guidelines for: (a) the identification and damage evaluation
of various types of buildings that will require post-earthquake repair; and (b) the
determination of appropriate design criteria to be used when such repairs are
required. Among other tasks, the Community Action Plan for Seismic Safety (CAPPS)
will address the safety levels of buildings and other structures following a major
disaster. An advisory groups is being assembled to complete a citywide report which
identifies the seismic risk in the City. The proposal will be reviewed by a panel in late
February of 2007. Once approved the study will begin. In October 2006, the Mayor
announced creation of a new Seismic Safety and Emergency Management Division at
DBI.

In July 2008, the Mayor announced new legislation and issued Executive Directive 08-
07 to address seismic safety issues around ‘soft-story’ buildings. The Directive and
legislation will expedite development of retrofit guidelines for soft-story, wood-frame
buildings and the processing and review of permits for seismic retrofit upgrades of
these buildings. Under the Directive, the Building Inspection Commission, the
Planning Commission, the Fire Marshal, Department of Building Inspection, the
Planning Department, and the Department of Emergency Management are to work
together to implement the following efforts:
* Expedite completion of the soft-story component of the Community Action Plan for
Seismic Safety initiative, including the development of retrofit guidelines for soft-
story, wood-frame buildings;
* Expedite immediately and waive fees for projects that include seismic strengthening
and related Planning Department review of soft-story buildings;
* Increase outreach and awareness on the importance of seismic strengthening;
* Create a soft-story, wood-frame exercise scenario in the October 2008 citywide
emergency drill.

The supporting legislation will require City departments that issue building and
renovation permits to expedite the permitting process for projects involving voluntary
seismic retrofit upgrades to soft-story buildings and proposes a waiver of associated
permit fees.

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Done/Ongoing Assign the same officers to the same Additional foot beats have been staffed in every police district along with Housing
neighborhood or beat every day. Ensure Community Policing officers in public housing developments, including: Potrero Hill,
that community groups are assigned to Hunter's View, Westbrook, Sunnydale and Alemany. There are also beat patrol
liaison officers. officers in the "Buchanan Mall" area and in the Western Addition Eddy Street
Corridor. Officers are now required to do foot patrol whenever possible during shift.
Many officers carry cell phones with numbers that are accessible to the public. The
Department is working with the Housing Authority to identify other areas where the
supplemental services provided by Housing Community Policing officers may prove
beneficial.

• A total of 123 officers walk a foot beat.


• In October 2004, the Mayor announced 44 additional officers walking a
neighborhood beat, including 16 to patrol public housing.
• In November 2006, another 44 additional officers were assigned to walking a
neighborhood beat.
• In July 2007, another 35 additional officers were assigned to walking a
neighborhood beat.
• As of September 2008, 146 police officers walk 610 weekly foot beats throughout
the City.

Investments:
• $2.5 million in FY 04/05
• $4.3 million in FY 05/06
• $6.8 million in FY 06/07
• $10.6 million in FY 07/08

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Done/Ongoing Improve emergency medical disaster Accomplishments:
preparedness The Mayor issued Executive Directive 06-03 on Emergency Disaster Medical
Preparedness on May 23, 2006. In accordance with this directive:
• DPH appointed John Brown, M.D. as Medical Health Operational Area Coordinator
(MHOAC); Dr. Brown is an experienced health care provider and an Emergency Room
Physician.
• DPH convened a meeting of medical and health stakeholders about medical disaster
planning in SF
• Dr. Brown convened a Multi-Casualty Working Group to identify gaps in current
disaster medical response, analyze current hospital evacuation scenarios, and develop
plans to coordinate regional, federal, and state resource requests; 3 meetings (each
approx. 5 hours in length) were conducted in FY06-07 to develop a concept of
operations plan. EMS has drafted a MCI plan that has been vetted through the DPH
Disaster Steering Committee and is being rewritten to be in compliance with the MCI
planning currently being carried out at the statewide level.
• Medical health experts at DEM are working collaboratively with Dr. Brown and
outside healthcare providers to develop effective medical disaster response plans
• DEM is currently working with the Fire Department to fund Medical Specialist
Training for identified Emergency Structural Collapse Rescue Team (ESCRT)
members; DES also working with DPH to develop Medical Reserve Corps for SFGH
MDs. DPH hired staff through HRSA funding to work with hospitals and Fire and DEM
to develop Medical Reserve Corps. This staff person developed MRC in Marin County.
• DEM is working with DPH to develop a Medical Reserve Corps to provide for an
adequate number of physicians at SFGH in the event of a disaster
• DPH is working with stakeholders to develop alternate standards of care that are
consistent with national best practices
• DPH prepares an annual presentation to the Mayor and DEM Director identifying the
state of medical and health disaster preparedness in San Francisco. DPH made two
presentations to the Health Commission during FY06-07. Currently, DPH staff is
working on the Department's year end report that will highlight achievmements, and
upcoming goals.

DPH continues to improve emergency disaster preparedness and planning. It has


worked with the area medical providers to train staff, purchase and maintain disaster
equipment and participate in exercises to evaluate its state of readiness. DPH
continues to pursue these “traditional” surge capacity enhancement strategies, but
also understands that medical response has to come from all levels of the community
– not just hospitals. This year, DPH's focus focus has been to work with our
community partners to develop a Community Disaster Response Plan, also referred to
as the Community Hub Plan. This plan lays out the operations of neighborhood health
centers acting as coordination centers for health and human services. These
neighborhood hubs will self-deploy immediately after a disaster, providing the
“worried well” and non-acute patients a place to receive services, resulting in a
reduction of surge at acute care facilities. This grant funds the planning and

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implementation of the medical health response in the Community Hub Plan. DPH
wrote a successful grant application for FY07-08 and was awarded $890,000. The
Community Disaster Response Plan aims to mitigate impact of disaster surge on
hospitals by:
• Treating non-acute patients at clinic hub sites
• Providing appropriate and integrated triage and transport care from hub sites to
hospitals
• Providing for community members with non-medical needs at hub sites and thus
reducing the impact on hospitals of the “worried well”
• Pre-identifying, credentialing and training paid and volunteer medical staff to
respond during a disaster
• Developing disaster medical plans at the community clinic, community hub and
hospital facilities that are integrated and up to date
• Providing community hub/clinic sites with appropriate medical supplies and
equipment to respond independently during a disaster

Done/Ongoing Implement Summer Street Violence On June 25, 2007, the Mayor issued Executive Directive 07-07 to establish strategies
Prevention Initiatives to prevent summer violence, particularly acts of gun violence among youth. The
resulting effort focused on "hot spots," including areas of the Bayview, Mission, OMI,
Tenderloin, Visitation Valley, and Western Addition neighborhoods; called for the San
Francisco Police Department to enhance all available enforcement resources to these
areas; and established a Summer Street Violence Prevention Council to convene
every summer to expand outreach and social services to hot spot areas.
During the summer of 2007, the Council examined violence trends in each of the hot
spot neighborhoods, implemented a range of summer activities from opening
community rooms at public housing sites to engage high-risk residents to
coordinating interdepartmental efforts to ensure safe passages to and from summer
school as well as hosting a range of youth and family oriented community events in
the hot-spots - all with the goal of engaging residents in positive, anti-vioelnce
activities. At the end of the summer the Council developed a set of
recommendations to carry forward the work during summer 2008.

As a result, the Council began meeting in Feburary 2008 to plan and coordinate
summer violence prevention efforts among city agencies and in partnership with the
community. Close to 3,000 residents were directly engaged in a host of community
events for youth and families. In 2008, MOCJ piloted an intensive summer program
geared specifically for violent boys in the Western Addition and Mayor Newsom
unveiled Alive & Free SF – an innovative mulit-media campaign to stop the violence.

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Done/Ongoing Increase the number of police officers Accomplishments:
walking a beat • A total of 123 officers walk a foot beat.
• In October 2004, the Mayor announced 44 additional officers walking a
neighborhood beat, including 16 to patrol public housing.
• In November 2006, another 44 additional officers were assigned to walking a
neighborhood beat.
• In July 2007, another 35 additional officers were assigned to walking a
neighborhood beat.
• As of 9/1/08, SFPD officers walk an average of 610 foot beats per week. As of
September 2008,
27 foot patrol officers were assigned to walking beats as part of the Market Street
foot patrol project.

Investments:
• $2.5 million in FY 04/05
• $4.3 million in FY 05/06
• $6.8 million in FY 06/07
• $10.6 million in FY 07/08

Done/Ongoing Develop a 10-county regional disaster The Regional Emergency Coordination Plan (RECP) was completed in December 2007.
response plan. Subsidiary plans are expected to be complete in the Spring of 2008, including a plan
for regional response to oil spills.

San Francisco initiated development of this plan, which is the first regional
coordination plan for disaster response in the nation.

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Done/Ongoing Create a citywide domestic violence Through the Commission on the Status of Women, the City invests more than $2
initiative, working with the Commission on million annually in direct and city-wide services to survivors of domestic violence and
the Status of Women. sexual assault. The Mayor's Office funded a groundbreaking Safety & Accountability
Audit of the City's response to domestic violence was completed in February 2007.
The Department, in partnership with the Blue Shield Foundation of California
developed a Domestic Violence Cross-Training Institute, which has trained 430
personnel throughout the City's criminal justice system.
Accomplishments:
* More than $2 million invested annually in direct and citywide services to survivors
of domestic violence and sexual assault
* Commissioned landmark Domestic Violence Safety & Accountability Audit of San
Francisco's criminal justice agencies to evaluate the status of reforms based on the
Justice & Courage report recommendations
* On June 12, 2007 the Mayor issued Executive Directive 07-05 to address the
recommendations of the Domestic Violence Safety & Accountability Audit. The
Commission's Justice and Oversight panel has overseen the departmental
implementation of those recommendations. Status: Six of the eight recommendations
are completed or ongoing.
* Secured a 2-year $200K grant from the Blue Shield of California Foundation for a
Domestic Violence Response Cross-Training for criminal justice personnel to have
adequate training to meet legally-mandated requirements
* In a partnership with the Office of Language Services in the City Administrator’s
Office, the Commission has developed the Mobile Interpretation Pilot Project, working
with AT&T and Language Line Services to provide cell phones to front-line responders
needing immediate, on-scene interpretation for victims of domestic violence.

Investments:
* $1.8 million in FY05-06
* $2.0 million in FY06-07
* $2.7 million in FY07-08
* $2.9 million in FY08-09
Daily Life Impact:
* Domestic violence victims and survivors can access services
* City criminal justice personnel can have adequate domestic violence training

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Done/Ongoing Conduct a review of San Francisco Police Key Updates:
Department Policies and Procedures - The City hired Lori Fridell, Ph.D. in January 2007 to conduct an independent study
on racially-biased policing in San Franicsco. Dr. Fridell conducted a study and
submitted a report that was released in March 2007. The report recommendations
were adopted outright by the SFPD Chief of Police and the Mayor. Chief Fong is now
putting together a citizen’s task force to study impartial policing.
- An 18-month police effectiveness review is underway to review 1) Foot patrol pilot
program evaluation (completed April 2008), 2) District station boundaries analysis
(completed April 2008), and 3) Organizational assessment (to be completed in the fall
of 2008) including organization structure (staffing analysis) and the department's
early intervention system, including use of force.

Done/Ongoing Prepare City departments to respond to Mayor Newsom kicked off the first joint training course involving response to
weapons of mass destruction. weapons of mass destruction in September 2004. A total of 4,000 SFPD and SFFD
personnel participated in this first class. Additional WMD training programs are
ongoing, including 20-hour WMD course for all SFPD personnel. The Department of
Emergency Management (DEM) has conducted multiple exercises using WMD
scenarios. DEM management has completed a 40-hour command level Incident
Management Training for Public Safety and Health Departments as well as regional
partners in Marin and San Mateo.

Since 2006, the City has sent more than 200 employees (as of August 2008) with
disaster response roles from multiple departments to a national training center for a
week-long training in enhanced incident management and unified command
management. The training addresses weapons of mass destruction response
techniques. This training is federally funded, and has taken place in October 2006,
February 2007, March 2007, November 2007, and June 2008 to date.

Done/Ongoing Improve public safety by supporting early Officers who arrest juveniles may “divert” to the Community Assessment And Referral
intervention diversion programs for non- Center (CARC) those juveniles who meet certain criteria. Also, SFPD participates in
violent offenders. recommending, where appropriate, sending certain juvenile-involved cases to
“community court” for adjudication. SFPD is also involved in many youth-oriented
programs to work with at-risk youth (e.g. Fishing Program, Wilderness Program,
Police Athletic League, Graffiti paint-outs, "Clean Team," etc.)

The Mayor is working with multiple City agencies and community groups to develop a
Community Justice Center (CJC), a community-based court. The goals of the CJC are
to serve as a gateway to social services through the court, empower community
members to participate in court planning and decision-making, and apply community
justice principles that aim to rebuild the community in a positive way.

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Done/Ongoing Explore increasing fines and enforcement for No fine increase is under consideration because fines for photo enforced red light
red-light running. violations are established by the CA State Legislature. The City is working to improve
the photo enforcement program in the following ways: 1) New vendor contract
including performance standards; 2) New camera technology to capture more
violations and reduce number of contested violations; and 3) Planned program
expansion of 10 additional intersections, which would bring the total to 33
intersections with photo enforcement, the most of any West Coast city. SFMTA is
adding three new intersections to the red light camera program. New digital
image/video cameras will be installed at Market/Gough, Oak/Octavia, and Larkin/Ellis
streets. Construction is expected to begin this fiscal year. New video technology is
expected to capture more violations and reduce the number of contested violations.
Ultimately the planned program expansion of 10 additional intersections will bring the
total to 33 photo enforced intersections, the most of any West Coast city.

Done/Ongoing Develop public-private partnerships to The Department of Public Health, in cooperation with the Department of Emergency
provide emergency services to San Management (DEM) and other City Departments, has completed a new plan for
Franciscans during a disaster, such as distribution of the Strategic National Stockpile & Mass Prophylaxis. DEM and DPH
distribution of pharmaceuticals. have completed plans for purchasing equipment that can be regionally deployed to
manage multi-casualty incidents and improve hospital surge capacity. DEM is also
working with the Building Owners and Managers Association (BOMA) on critical
infrastructure protection programs, and with the Red Cross on shelter issues. In
March 2006, the Mayor announced a partnership with Walgreens stores to provide a
“Disaster Supply Shopping List” handout along with essential materials for an
emergency preparedness kit.

Done/Ongoing Ensure that San Francisco’s emergency The Department of Emergency Management has developed plans with the 10
communications network can integrate with counties of the region to fund major region-wide Interoperable communications
those of our state and federal partners. projects using Super Urban Area Security Initiative (SUASI) funds and other grant
programs. The Bay Area Regional Interoperable Communications System (BAYRICS)
is a multi-year program, based on a Strategic Plan developed and agreed to by the
SUASI in 2008. San Francisco has begun a project to upgrade the City's current
Public Safety Communications Network (CERS) to a standards-based, digital network.
This will allow all other standards-based users from other agencies to communicate
using the City's network in the case of a mutual aid event or major disaster.

In July 2008, the Federal Dept. of Homeland Security announced that the Bay Area
will receive $37.1 million in homeland security grant funding, as part of the 2008
Super Urban Area Security Initiative program. This represents an 8.9% increase from
the 2007 grant. These funds provide San Francisco and the surrounding region with a
substantial boost in becoming better prepared for disaster mitigation and recovery.

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Done/Ongoing Improve pedestrian safety, such as with Vehicle-Pedestrian injury collisions have declined approximately 30 percent in the
more countdown clocks. past decade. SF is a national leader in using countdown signals, replacing 850 of
1200 conventional signals with the timers to date. Hundreds of bright neon crossing
warning signs installed, and approximately 900 intersections near schools are now
striped with more visible ladder-style crosswalks. MTA is testing innovative devices
such as flashing in-pavement lights and beacons, and is installing Accessible
Pedestrian Signals for the blind and visually impaired (a total of 54 intersections have
been installed City-wide). The Better Streets Plan was developed in close cooperation
with partner Departments and the community, with a draft issued in Spring 2008.

Done/Ongoing Improve Emergency Planning in San The Mayor issed Executive Directive 06-01 on May 10, 2006, which required: 1)
Francisco. Department of Emergency Management (formerly OES/HS) to convene a regular
meetings of disaster planning officials in each department; 2) OES/HS to update the
City's strategic plan for emergency preparedness; 3) OES/HS to identify priority
needs for equipment and training by September 30, 2006; 4) all depts. to update
their emergency plans by March 1, 2007; all depts. to certifiy to OES/HS on a
quarterly basis that they have an updated staff recall list; 5) the City Administrator to
convene a taskforce on the Community Safety Element of the General Plan; 6)
OES/HS provide seminars and guidance to help departments spend their federal
homeland security funds on time; 7) all depts. to use the Incident Command System
when responding to an emergency; 8) OES/HS to plan at least 2 trainings per year
for City elected officials; 9) all depts. to certify staff compliance with the National
Incident Management System by August 15, 2006; 10) OES/HS to produce after
Action Reports for all major exercises; 11) the Controller to work with OES to set
performance benchmarks; and 12) that OES/HS make an annual presentation to the
Mayor and Board of Supervisors on emergency preparedness. OES/HS provided
guidelines and self-assessment information and is working with departments to obtain
100% of all department plans. OES is now beginning the review process for all
department plans. As of August 2007, all aspects of this Directive are either ongoing
or complete.

On October 17, 2007 the Mayor announced the launch of www.HelpBayArea.org, a


secure, web-based disaster response management tool. This system offers 10 Bay
Area counties' disaster and volunteer organizations a highly effective means of
notifying and managing responders.

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Done/Ongoing Ensure that the Police Department holds Accomplishments:
regular Compstat meetings with top • Pilot Compstat meeting was held in March 2006
commanders to review crime mapping data, • Compstat is now an ongoing and regularly scheduled department presentation, with
share information and innovations commanding officers making monthly presentations to the Chief and the Command
throughout the chain of command, and hold Staff on the status of criminal activity and enforcement actions in their respective
commanders accountable for results. districts
• CrimeMaps technology was installed in 2004 and updated in Fall 2006
• A records management system (RMS) upgrade planned for Fall 2007 will automate
Compstat maps, which will eliminate a second step of data-entry that lags the reports
by two weeks
• By comparing crime data spatially and analytically, and with eventual use of real-
time technology, the Police Department can better identify crime areas for
enforcement and crime prevention

Done/Ongoing Provide first responders with the necessary Homeland Security grants are being used to purchase $25 million worth of equipment
tools to respond to emergencies, especially to respond to all hazards. The Police Dept. and Fire Dept. have state of the art
hazardous materials equipment. protective equipment, detectors, decontamination equipment, response vehicles,
explosive detection canines, etc. Additionally, first responders have been trained in a
variety of courses designed to enhance their ability to respond and use the new
equipment. Other departments, such as the Medical Examiner, Department of
Parking and Traffic, members of the MTA and others have received Awareness Level
Training for WMD incidents.

The Police Department and Fire Department are almost 100% compliant with the
National Incident Management System (NIMS). The Department of Emergency
Management is working closely with other City departments to insure NIMS
compliance as well. First Responder management level staff have participated in
intensive 40-hour incident management course over the last nine months. The
Department of Human Resources is currently implementing an online and oral
training program to prepared City Workers for their roles as Disaster Service Workers.

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Done/Ongoing Educate San Franciscans on the need to keep Accomplishments:
their own earthquake supplies on hand, • Mayor increased Neighborhood Emergency Response Team (NERT) funding by over
including water, food, and first aid kits. 2000% since the beginning of his term
• SFFD expanded the NERT program with over $1,000,000 from federal Homeland
Security grants, and also was the recipient of $210,000 from grants and donations
• City launched new website: www.72hours.org, which provides disaster
preparedness information to the public that won the Webby Award for best
government website. This model has been adopted by Chicago and San Francisco is
helping other cities replicated this national model.
• Secured $42,000 from the Hospital Council to purchase 500,000 disaster kits for
low income families which will be distributed with training support, through family
childcare providers.
• DEM and MONS worked with community groups in Supervisorial District 5 to create
a new neighborhood-based emergency plan. In 2007, DEM began a community
emergency response planning process with key city agencies and continues to roll out
this initiative in partnership with community partners.

Done/Ongoing Expand distribution of Automatic External AEDs have been installed at various MTA facilities including underground MUNI
Defibrillators (AED) in public facilities. stations. The Port AED program has also been approved, funded, and installed.
Other City facilities with AEDs include SFO, the War Memorial Opera House and Davis
Symphony Hall. Recent public/private partnerships have been formed with
organizations including the American Heart Association, Lady Shaw Senior Center,
UCSF, Gold's Gyms, Levi Strauss, and Gap.
Accomplishments:
• AEDs have been installed at several public buildings, including MTA facilities,
including underground MUNI stations, Port facilities, San Francisco International
Airport, the War Memorial Opera House, the Davis Symphony Hall, and City Hall.
• A restructured and expanded AED program that will provide medical oversight and
policies is near completion. This expanded program will be accessible to City
Departments as well as private companies. The Department will be advertising the
benefit of the AED Program through its updated website in 2007, with readily
accessible procedures and a more comprehensive program that will enable any
interested business to participate in this lifesaving program.

Done/Ongoing Explore creation of a community notification The outdoor siren system has been tested and enhanced. Alert SF, which enables
system to broadcast emergency information citizens to sign up for text messages on disaster information, has been operational
via telephone, pager, and email to citizens since October 17, 2006. Sign up for the service is free at: www.alertsf.org.
while safeguarding privacy.
The City continues to enhance the outdoor public warning system. The City began
with 51 sirens and now has 77 sirens installed, with the goal of installing 15 more in
FY 08-09.

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Done/Ongoing Place additional safety cameras in high crime The Mayor's Office began a pilot program in 2005. In 2006 the Board of Supervisors
areas in the Mission, Hunters Point, and the passed an ordinance mandating that safety cameras must be approved by the Police
Bayview. Commission following a public hearing.

Accomplishments:
* 64 community safety cameras have been installed at 22 high-crime locations across
the City
* Housing Authority has installed 178 cameras at several Housing Authority properties

Investments:
* $350,648 in FY05-06
* $354,363 in FY06-07
* $200,000 in FY07-08 for maintenance of existing cameras. $200,000 was also
allocated for the purchase and installation of 25 new cameras in 07-08, but was
carried forward and redirected to maintenance for FY08-09.
Daily Life Impact:
• These cameras are now operational to deter crime in areas that have traditionally
experienced high crime rates.

Done/Ongoing Ensure that the City conducts multi-agency As of August 2008, the City has conducted 73 training exercises since January 2004:
emergency drills on a regular basis. 28 that were action-based, and 45 that were discussion-based. These exercises
included a Weapons of Mass Destruction (WMD) drill, a flood drill, a Golden Gate
Bridge and 3 Major Transit related Field Exercises, an Earthquake & Shelter drill, and
a tabletop and major field exercise for an attack on Muni with regional participation in
July 2005. The Department of Emergency Management (DEM) coordinated with a
number of City agencies and participated in the Statewide Golden Guardian Exercise
on November 15, 2006. DEM also coordinated a drill at AT&T Park in February 2007,
and a drill at S.F. International Airport in September 2007. DEM also coordinated a
drill at AT&T Park in February 2007, and a drill at S.F. International Airport in
September 2007. DEM coordinated a multi-agency full activation of the Emergency
Operations Center on July 17, 2008. The Fire Department coordinated a multi-
agency high rise drill at 555 California Street on August 16, 2008.

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In Progress Establish numerical goals for improvement SFPD has established certain customized numerical goals by district and bureau for
within Police Department bureaus, staff and bureaus to track performance, including: mandatory monthly activity sheets
particularly the investigations bureau. for Field Operations Bureau and Airport personnel, for every watch worked. The goal
of increasing the number of cases assigned for investigation by 25% remains in
progress - staffing constraints impact the Investigations Bureau’s ability to take on
additional cases. The Investigations Bureau tracks all assigned cases in each unit for
clearance and has seen significant productivity increases, including a 25% increase in
the number of cases assigned and a 41% increase in the total clearance rate for all
assigned cases. The goal of a 41% clearance rate for assigned cases designated for
the Investigations Bureau is ongoing. In the first half of 2006 this goal was met or
exceeded by every investigative unit. Investigations assigned 29.7% of all cases
received and cleared 84.8% of those assigned cases. The Sex Crimes Detail,
Homicide Detail, Gang Task Force, Missing Persons Detail, and Juvenile Child Abuse
Crimes Unit assigned 100% of their cases received. As staffing increases in the
Investigations Bureau, SFPD will modify
the assignment criteria for cases received to allow an increase in the percentage of
cases assigned
for investigation.
The SFPD Investigations Bureau will have increased by 10 investigators from 2004 to
the end of 2007.
A dozen additional officers have been added to the Gang Task Force.
The Fiscal Year 07-08 Budget includes funding to establish a Cold Case Unit in the
SFPD
Investigations Bureau to investigate DNA leads on cases that have grown "cold" over
the years.

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In Progress Improve public safety by implementing Accomplishments:
community policing strategies. • Nov 2006, SFPD and Mayor's Office released a report on Community Policing. The
report is broken down district by district and details all of the existing community
policing efforts taking place across the city. This report describes the SFPD's district
specific efforts, including foot patrols, community improvement efforts, monthly
community meetings, and community education. It also describes department-wide
community policing staff training, recruitment efforts, and partnerships with other city
agencies and community organizations.
• SFPD now has 40 community policing lieutenants throughout the city.
• A Community Policing Advisory Committee has been developed to review best
practices locally and nationally and provide a framework for moving forward. Charge
of Committee is to review existing community policing strategies, research strategies
implemented in other jurisdictions, and develop recommendations to build upon and
enhance community policing efforts in S.F.
• As of September 2008, 146 police officers walk 610 weekly foot beats throughout
the City. 24 of these officers walk in selected
Bayview-Hunters Point, Sunnydale, Western Addition, Alemany, and Bernal Dwellings
housing developments.
Additionaly, as of September 2008, 27 foot patrol officers were assigned to walking
beats as part of the
Market Street foot patrol project.
• A dozen additional officers have been added to the Gang Task Force.

Investments:
• $8.3 million in FY05-06 for the specific initiatives listed above.

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In Progress Reform Log Cabin Ranch to create a model The Mayor tasked Chief Juvenile Probation Officer Bill Siffermann with leading the
of rehabilitation for youth. reform of Log Cabin Ranch. Chief Siffermann has made significant improvements in
the Ranch, including the appointment of a new Director. In FY07, the Mayor included
$1 million for Log Cabin's long-term capital planning effort and renovations, which
was approved by the Board of Supervisors. An additional $600,000 was approved in
the FY08 capital budget for major dormitory repairs. The Mayor also funded in FY08
three new counselor positions at Log Cabin Ranch to increase its maximum population
from 30 to 45, expanding the number of juveniles able to benefit from residential
treatment and rehabilitation.

In 2008, the Juvenile Probation Department (JPD) hired the Missouri Youth Services
Institute to make a series of recommendations on how the department may replicate
the "Missouri Model" at Log Cabin Ranch. The Missouri Model is the nationally
recognized best practice for juvenile detention and camp facilities that focuses on
peer-based, therapeutic programming. The recommendations include physical,
programmatic, and staffing changes at LCR. JPD is now in the process of developing a
training plan that focuses on the fundamentals of the Missouri Model, and on making
the necessary physical changes to create a more home-like nurturing environment for
LCR residents. In addition, JPD is developing a program similar to Chez Panisse
Foundation's Edible School Yard, where residents will have the opportunity to
participate in hands-on learning related to organic gardening and nutrition.

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In Progress Reduce crime in San Francisco. All categories of "Part 1 Offenses," the most serious offenses, have experienced a
reduction in rates from 2006 to 2007 except for homicide and arson. From 2003 to
2006, there were decreases in rape, larceny/theft, auto theft and arson offenses, but
increases in homicide, robbery, aggravated assault and burglary. In 2004, the
staffing of the Gang Task Force doubled to 33 members. In the first half of 2006, the
Gang Task Force received 451 felony cases; 100% of these cases were assigned for
investigation with a clearance rate of 73.4%. SFPD is focusing on targeted areas with
saturation patrols by extra uniformed police officers in conjunction with the Gang
Task Force. The Field Operations Bureau has redeployed personnel and augmented
staff in the most severely impacted areas. The Mayor's Office has increased the
rewards in 14 homicide cases to $100,000 each. In 2008, the SFPD issued a Crime
Bulletin identifying 22 homicide cases for which the Mayor's Office has authorized a
$100,000 reward. In 2008, the Mayor's Office has increased the reward in 2 other
homicide cases to $250,000.

In June 2008, SFPD Chief Heather Fong, DA Kamala Harris, and Mayor Newsom
announced a slate of new gun violence reduction initiatives to support the City’s
ongoing gun violence and homicide reduction strategy:
* GunStop – provides rewards to anonymous callers who supply information leading
to the arrest of an individual with an illegal firearm. It provides an anonymous way
for those who would otherwise fear reprisal to provide the Police Department with
critical information.
* Gun Reduction Unit – This specialized unit develops and implements anti-gun
tactics. They identify trafficker and trafficking methods of illegal guns into San
Francisco. Members of this unit are cross-designated/sworn federal agents with the
Bureau of Alcohol, Tobacco, Firearms, and Explosives. Staff to this unit
will increase by 100% in an effort to deploy resources specifically to gun crimes.
* Redeployment of investigative resources for every homicide – Because the first 24
to 48 hours of a homicide investigation are the most critical for information gathering,
the Police Department will allocate no less than 4 investigators to immediately
respond to each homicide.
* New and Aggressive Gun Seizure Benchmarks – The Department has seized roughly
1,200 guns annually in recent years, with roughly one quarter being assault weapons.
The number of guns seized through August 24, 2008 is 810.
* Cooperation with California Highway Patrol: Operation Impact – Operation Impact is
a collaborative effort between the Police Department and CHP deploying a significant
visual police presence to engage in various traffic enforcement operations. The CHP
has annually provided thousands of hours of service, in various neighborhoods in San
Francisco, as part of Operation Impact. This program has been effective in helping to
curtail what are often precursors to violence. As an example, shootings in some of
the areas served by Operation Impact have decreased by a significant margin (as
much as 70%).

Locally, the Mayor enacted new gun laws in August 2007 that prohibits the

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Status Policy Update
possession or sale of firearms on city property, requires firearms in residences to be
in a locked container or have trigger locks, and requires firearm dealers to submit an
inventory to the chief of police every six months. The Mayor's Office is also working
with the Police Department to hold "Gifts for Guns" events guns to be turned in for
gift cards. The first "Gifts for Guns" held on July 20, 2007 collected 119 guns (117
hand guns and 2 shotguns).

In Progress Enhance enforcement of San Francisco's Enhance enforcement of San Francisco's current curfew ordinance.
current curfew ordinance. 'In September 2006, the Mayor announced enhanced enforcement of curfews for
children ages 13 and under. MOCJ, the Juvenile Probation Department, SFPD, DCYF
and DHS are coordinating efforts to establish protocols for the processing of curfew
violations and create linkages to community-based organizations that conduct
assessments and make referrals for youth and parents. All Probation Officers work
closely with the Police Department and other city agencies to ensure that the youth
they serve do not violate the City's curfew ordinance.

In Progress Develop and implement plan to ensure no SF The Mayor's Office of Criminal Justice is working to develop alternatives to the
youth go to the California Youth Authority. California Youth Authority for San Francisco youth. Through funding from the Van
Loben Sels Foundation, MOCJ has begun a comprehensive analysis, discussions and
collaboration with SF Juvenile Court and Juvenile Probation, along with other Bay
Area probation and court services departments to identify and develop
recommendations for alternatives to the California Youth Authority. In 2007, MOCJ
began engaging with state officials to seek financial support for the development of a
regional alternative program for youth.

Since 2006, $1.6 million has been invested in capital planning and renovations at Log
Cabin Ranch to expand the number of juveniles who can benefit from residential
treatment and rehabilitation rather than being housed at the California Youth
Authority.

On May 2, 2007 the Mayor issued Executive Directive 07-02 to take further planning
steps to support this policy.

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In Progress Create a new Focused Enforcement program In the fall of 2006, the Mayor proposed establishing a Community Justice Center
to target and address quality-of-life based on an effective New York City "community court" model. This new Community
infractions. Justice Center will provide both accountability and social services to those who have
been charged with misdemeanor or non-violent felony offenses. A Steering
Committee of CCSF stakeholders (Mayor's Office, Superior Court, District Attorney,
Public Defender, Sheriff, Police Department, Department of Public Health, Human
Services Agency, and Adult Probation) have been holding planning meetings since the
fall of 2006.

In July 2008, the Board released $998,000 in 07-08 reserves to fund the CJC in 08-
09. A Court has been designated for the CJC at 575 Polk and the City has signed a
lease for 555 Polk, where the services team will be located. The initial funding will be
used to implement tenant improvements at 555 Polk and to construct two holding
cells at 575 Polk. A federal grant in the amount of $983,000 was awarded to the CJC
and will be applied towards operating costs.

The Community Advisory Committee will be announced in the Fall of 2008 as will a
CJC Coordinator. Regular town meetings are being held to solicit regular community
feedback. It is anticipated that the CJC will open in February 2009, pending
completion of necessary construction and tenant improvements at the sites.

In Progress Improve strategic coordination between law On July 3, 2008, the Mayor issued Executive Directive 08-06 adopting San Francisco’s
enforcement and social service agencies to 5-year comprehensive Violence Prevention Plan as a blueprint for coordinating law
combat and prevent violence. enforcement and social service strategies to combat violence. The plan was
developed after a year-long planning efforts drawing on the expertise violence
prevention experts, community and faith based leaders, city staff and law
enforcement officials. A Violence Prevention Advisory Committee (VPAC) will be
established to oversee the implementation of the plan through the coordination of
existing policy and advisory groups including the Juvenile Probation Commission, the
Police Commission, the Juvenile Justice Coordinating Council, and the CCSF
Interagency Council. The VPAC will monitor trends in violent crime, develop relevant
prevention policies, and integrate strategies to address prevention and enforcement
issues. The Council will earmark ten seats for community representatives to actively
participate and contribute to the work of the Council. The Council also will guide and
monitor the implementation of the Alive & Free Prescription in city funded programs
that work with at–risk youth and adults.

In addition, through the Mayor's Office, an Interagency Council began initial planning
in the summer of 2008. It will coordinate resources and decision-making across three
initiatives, including: Community of Opportunity, Transitional-Aged Youth, and
Violence Prevention. The City is undertaking this effort to enhance coordination and
planning between key service agencies.

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In Progress Improve quality of emergency medical In April 2008, the Mayor issued Executive Directive 08-04 in a continued effort to
dispatch. provide improved emergency medical dispatch response for people living in and
visiting San Francisco. The Directive focuses on the following areas of improvement:
targeted review of response times; increased multi-language access to 911 services;
recruitment and retention of emergency dispatchers; implementation of computer-
directed Emergency Management Service response protocols; full implementation of
Automatic Vehicle Locator (AVL) project; and completion of dynamically deployed
EMS resources.

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In Progress Reduce youth violence. In July 2008, the Mayor's Office of Criminal Justice released the City and County of
San Francisco's Violence Prevention Plan 2008-2013 which establishes an action plan
for the City's violence prevention efforts, including a focus on youth. FY08-09 efforts
include establishing neighborhood action teams and implementing the Alive and Free
training for community agencies.

In June 2006, the Mayor announced SF Safe Summer 2006, which creates hundreds
of new summer jobs for youth on probation and other job seekers, as well as
increased funding for street outreach and violence intervention. Other efforts include
funding the Freedom School summer program, replicating the successful Mission
Community Response Network in Bayview, Visitacion Valley and Western Addition, in
collaboration with the District Attorney. The program also implemented extensive
truancy prevention in collaboration with SFUSD and the SFPD through a grant
proposal for a safety coordinator.

DCYF funds the Stay in School coalition coordinators. The Mayor's FY08-09 budget
included $2.6 million to maintain four Save Havens for young people in the Mission,
Bayview, Western Addition, and OMI, despite loss of state funding. A school-based
violence prevention pilot began in October 2006.

Prior to the start of summer school in 2007, MTAP, SFUSD, SFPD, and DCYF came
together and created a Summer School Safety Plan. As a result, summer school sites
were consolidated and cooordinated planning put multiple prevention strategies in
place, such as coordinated communication, assigned roles and responsibilities, and
common goals. As a result, 2007 was the first summer school on record where no
youth were arrested.

Best practice training series from Boston's Ceasefire Street Outreach Director
provided to 60 community and city workers launched June 2007 and will continue
through June 2008. In 07-08 school based violence prevention training series will be
offered by Dr. Joe Marshall of Omega Boys Club Street Soldiers.

On June 25, 2007, the Mayor issued Executive Directive 07-07 to establish strategies
to prevent summer violence, particularly acts of gun violence among youth. The
directive focuses on "hot spots," including areas of the Bayview, Mission, OMI,
Tenderloin, Vis Valley and Western Addition neighborhoods, called for the San
Francisco Police Department to enhance all available enforcement resources to these
areas, and established a Summer Street Violence Prevention Council to convene
every summer to expand outreach and social services to hot spot areas. This Council
met from June to September in 2007, and reconvened in February 2008 to begin
coordinating for this summer's programming to reduce youth violence.

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Status Policy Update
In Progress Improve Emergency preparedness planning The City side All Hazards Strategic Plan was distributed in February 2008. DEM is
and coordination via Executive Directive 07- continuing to work with the logistical staff from each of the departments through
10. Emergency Preparedness Resource Work Group in coordination with GSA. The
logistics annex to the EOP will be completed by October 2008. The Citizen Corps
Council meets regularly to involve community members in emergency preparedness.
DEM is planning a City-wide earthquake drill called "Shake Up San Francisco for
October 21, 2008. The Regional Emergency Coordination Plan was completed on
December 31, 2007.

On October 17, 2007, the Mayor issued Executive Directive 07-10 titled "Emergency
Preparedness Planning and Coordination" which required: 1) The Strategic Plan for
Emergency Preparation and Homeland Security shall set citywide priorities for
emergency preparedness, response, mitigation, and recovery, and articulate
implementation steps. (Done) 2) The DEM shall ensure that the 10 County Regional
Emergency Coordination Plan shall clarify the role of the City and County in the
regional disaster planning effort. (Done) 3) The DEM shall develop a sustainable plan
for the staffing, maintenance, and storage of equipment obtained under federal
Homeland Security grants. (In Progress) 4) The DEM shall closely coordinate the
efforts of newly funded logistical positions in key public safety departments.
(Done/Ongoing) 5) The DEM and DPH shall incorporate outreach for state and
federal grant funding, and other funding sources as part of the community disaster
planning process. (Done/Ongoing) 6) The DEM shall coordinate the assessment of
seismic safety, energy, and building needs of the Department Operations Centers of
key agencies involved in disaster response and recovery. (In Progress) 7) The Dept.
of Real Estate shall require that all leased facility owners providing leased space to
mission critical departments must comply with and maintain in good standing an
approved building inspection plan as part of the Building Occupancy Resumption
Program through the Department of Building Inspection. (In Progress) 8) Following
the completion of the Strategic Plan, the annual report to the Mayor and BOS shall
include details on both: resource coordination and the roles of the logistics
coordinators in this process and the roles and progress of existing emergency
planning committees citywide. (In Progress) 9) The DEM and the DPH shall report to
the Mayor's Office and BOS on the progress of community disaster planning.
(Done/Ongoing) 10) DEM shall clarify the administrative processes of the Disaster
Council so as to ensure that it operates as an efficient and effective body providing
policy oversight and guidance to the DEM, public safety agencies, and other city
agencies with disaster-related responsibilities. (In Progress) 11) The DHR shall
advise prospective City retirees of the opportunity to volunteer as Disaster Service
Workers. (Done) 12) City departments shall ensure that their non-sworn staff have
completed both the DHR Disaster Service Worker and required NIMS training by June
30, 2008. City Departments will ensure that both sworn and non-sworn staff have
completed the Personal Preparedness trained by December 31, 2008. (In Progress)

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In Progress Expedite implementation of the JUSTIS The JUSTIS Program is a collection of projects, and three critical steps remain to
Project, which will help city departments to complete JUSTIS—implementing the Police Records Management System (RMS),
better share crime-fighting information, executing the Courts CX2000, and constructing the JUSTIS hub integration layer.
including data on domestic violence arrests These final steps to completion of the JUSTIS project will enable a central data
and convictions. warehouse and data analysis application to collect information for analysis and
reporting. It will automate workflow and provide statistical analysis that was
previously impractical because of the required excessive manual labor. This phase of
the project will also integrate the case management systems serving the Police,
Sheriff, District Attorney, Public Defender, Adult Probation, Juvenile Probation, the
Superior Court, and the Department on the Status of Women. The system's hub,
which will tie all of the department's systems together, is complete. The Sheriff is
joined to the hub and presently undergoing initial testing phases. Once the Sheriff’s
testing is complete (October/November 2008) the Public Defender, District Attorney
and Adult Probation Department will be set to join up to the hub, as their systems are
complete. Certain modules of the SFPD RMS have been completed and the RMS is
schedule for completion in summer/ fall of 2009.

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Policy Area: 05. Health Count: 23


Done Create specific check-off box for Native The Mayor discussed this idea at a November 2006 meeting with Native American
Americans for health and other appropriate community leaders. As part of DPH's registration procedure for hospital and clinic
forms. services as well as enrollment procedure for the new Healthy San Francisco program
and the existing Sliding Scale programs, DPH collects and records patient ethnicity.
Native American is one of the many selections available for DPH staff to record
patients' ethnic backgrounds. DPH patient records for billing and enrollment maintains
this information.

Done Expand the Healthy Kids health care program In July 2004, Mayor Newsom expanded the Healthy Kids health insurance program to
to residents aged 18 to 24. 19-24 years olds. As of June 2007, a total of 3,142 young adults ages 19-24 were
enrolled. The FY 07-08 budget includes $11.3 million for Healthy Kids Young Adults
($5.8 million young adults). Starting in July 2008, participants in the Healthy Young
Adults program will be transitioned into Healthy San Francisco.

Done Improve regulation of medical cannabis clubs. In April 2005, Mayor Newsom made recommendations on the regulation of medical
cannabis dispensaries (MCDs) to the Board of Supervisors. The Board passed new
regulations for MCDs in November 2005. Since passage of the new regulations, 22
applications are in process and qualify as being "grandfathered in" because they were
in existance April 1, 2005; 4 have received permits; and there have been 3 new
applications which are currently in process and subject to the new regulations passed
by the BOS.

For the 22 applications that were grandfathered in, the Board has set a deadline of
January 20, 2009 by which the permit application process must be completed.

In August 2008, the Attorney General of California issued guidelines to interpret


Proposition 215. The Mayor's Office will introduce legislation in September 2008 to
ensure that San Francisco's ordinance complies with state law.

Done Set Aside 5% of Hetch Hetchy Water & This is the Mayor's Energy Conservation Account (MECA): FY04-05 budgeted $9
Power gross revenues annually for million, approximately 8.5% of Hetchy revenues; FY05-06 budgeted $22m or 21.7%
investment in efficiency and solar projects. of Hetchy revenues. FY06-07 budgeted $11.6 million or 11.6% of revenues. FY07-08
budgeted $9.9 million or 7% of revenues.

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Done Audit the City's public health system to re- The Controller hired Lewin and Associates to conduct a management plan and system
engineer primary care delivery. capacity analysis for the Department's implementation of Healthy San Francisco.
Lewin found that Healthy San Francisco would require an additional staffing. The
Department's FY 07-08 budget included staffing for additional FTEs to meet the
expected demand. The Department received approval in the 2007-08 budget to hire
additional clinical, eligibility and administrative staff for HSF. These positions have
been filled as demand has increased based on new patients entering the system.
Currently 16% of the program's participants have been new patients. The program
currently has over 28,000 participants of which almost 17,000 have a Department
primary care medical home. The Department has improved the system by
implementing a streamlined eligibility and enrollment system, creating a new patient
appointment unit and redesigning primary care clinics to better serve those with
chronic care needs.

Done Create a new Long Term Care Coordinator DPH hired a Long Term Care Director, Liz Gray, in August 2006 to develop strategies
position to ensure that seniors have access to build capacity for non-hospitalized individuals needing long-term care in the
to a full array of living and care options. community. The position annualized in the FY07 budget.

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Done/Ongoing Seek to expand community-based care Through the In Home Supportive Services program (IHSS), the City funds an annual
services for seniors, to provide increased caseload increase of 11% so that elderly and disabled and/or blind adults can remain
alternatives to institutionalization. in their homes rather than reside in an institution. In FY 08-09, a projected 19.8
million hours of home care will be provided by IHSS. IHSS worker wages were most
recently increased to $11.54 on January 1st 2008, pursuant to the City's mandated
Minimum Compensation Ordinance. As part of the Chambers lawsuit settlement, in
2008 DAAS and DPH are developing a Diversion and Community Integration Program
(DCIP). The purpose of the DCIP is to create a community living plan for individuals
being diverted from or discharged from Laguna Honda Hospital. The community
living plan includes both housing and wrap-around service plans. The Community
Living Fund, established in FY 06-07 and with a current year (FY09) allocation of $4M
in General Fund support, has fully launched and is in the process of including
emergency home-delivered meals to its list of available services. The DAAS Long
Term Care Intake and Screening Unit became fully operational in FY08; this program
integrates intake and screening functions for the Community Living Fund, Adult
Protective Service, home delivered meals for seniors, In Home Supportive Services,
and information, referral and assistance. In 2006, a Long Term Care Coordinator was
hired at DPH and the Mayor sponsored successful legislation by Assemblyman Mark
Leno (AB 2968) to allow for Medi-Cal to pay for community-based care, rather than
only institutional care.

In the 2008-09 budget, funding was set aside to analyze CCSF's capacity to care for
dementia/Alzheimer's patients through 2020. An expert panel will be assembled to
assess and make recommendations to address this growing need.

Done/Ongoing Reduce crystal Methamphetamine use in San In April 2005, the City formed a Citywide Crystal Methamphetamine Task Force,
Francisco. which submitted a set of recommendations to the Mayor's Office and DPH in January
2006. DPH had been working to collect accurate prevalence data on
Methamphetamine use. DPH continues to monitor methamphetamine use trends in
the city: data from surveys and emergency rooms suggest that rates have leveled off
and may be declining in some demographic groups, including among men who have
sex with men. DPH staff have collaborated with the National Institute on Drug Abuse
(NIDA) and now have real-time access to NIDA's Drug Abuse Warning Network
(DAWN), a nationwide database that monitors drug trends, including in San
Francisco. Methamphetamine treatment services remain a high priority.

Current programs include drug counseling, such as through the Stonewall program,
the PROP program, an innovative positive reinforcement behavioral intervention, and
social marketing campaigns, such as the award-winning Resist Meth Campaign. In
addition, within the DPH there are multiple CDC and NIH-funded studies developing
new interventions to reduce methamphetamine use, including clinical trials testing
potential medical treatments for meth addiction.

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Done/Ongoing Increase awareness of HIV Infection and In June 2006, the Mayor joined Supervisor Bevan Dufty to announce a new
AIDS prevention. awareness campaign to increase HIV testing. Through multiple strategies the HIV
Prevention Section (HPS) provides opportunities for San Franciscans to become aware
of their HIV status, to provide linkage to care and treatment services. The City has
expanded the use of rapid testing technology with free kits provided by the state.
Nineteen agencies use the tests through DPH; SFGH is also active in screening.
18,000 tests provided through HPS last year with 65% being rapid tests. In addition,
the Mayor has also advocated for a restoration of federal funding in light of proposed
federal Ryan White Care Act funding cuts worth over $8 million in the FY08 budget;
the Mayor's FY08 proposed budget identified $5.165 million to backfill those cuts.

The Department of Public Health HIV Prevention Section (HPS) continues to expand
HIV testing opportunities in the City; in 2007, approximately 20,000 tests were
conducted with DPH support, with 340 new cases of HIV diagnosed. With our
increased focus on testing in medical setting, SFGH has doubled the number of
monthly HIV tests in just the past 12 months, with the monthly average of people
being newly identified as HIV positive increasing from 8.9 to 14.9 individuals. With
grant funding from the CDC, HPS is working with SFGH staff to expand HIV testing
in the emergency room. Efforts are also underway to offer more HIV testing in the
Health Department's Community Clinics. Additionally, all methadone clinics funded by
the Health Department will provide routine HIV testing to all participants by the end
of 2008. A current barrier to HIV prevention and linking persons to care is the delay
in getting confirmatory test results. In August 2007, HPS implemented a CDC-funded
study using multiple HIV rapid tests to provide immediate test results and increase
linkage to medical care. To date, 1515 persons were tested using this new testing
technology and 31 people tested HIV positive, all of whom received their results
immediately and were referred to medical care.

San Francisco identified $5.165 million in funding to backfill $8.02 million in Ryan
White Care Act cuts in 2007-2008. Congresswoman Nancy Pelosi has secured stop
loss funding in the amount of $4.8 million to limit the severity of this year's cuts of
RWCA for San Francisco. (This money will be used to pay back the City general fund.)

Done/Ongoing Identify new efficiencies in City health clinics. In 2006, the Tom Waddell clinic identified efficiencies that cut patient wait time from
97 minutes to 60 minutes. On August 3, 2007, the Department of Public Health
(DPH) issued an RFP for work to commence to expand the efficiencies found at Tom
Waddell to 12 additional health centers. Upon receiving the go-ahead by the
Contracts Office, Community Oriented Primary Care Administration began
negotiations for this two-year Primary Care Redesign effort with the contractor, Dr.
Thomas Bodenheimer of UCSF in partnership with (his subcontractor) Primary Care
Development Cooperation. The COPC-wide effort will seek similar improvements in
patient visit efficiencies while expanding team-based care to improve both care
quality and patient access to primary care services. Start date is expected to be April
2008.

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Done/Ongoing Extend health clinic hours on evenings and The SFGH Urgent Care Clinic expanded its operating hours to include more evening
weekends in order to help more patients hours in March 2007. Monday through Friday hours were expanded from 10:00
access health care. A.M. - 10:00 P.M. to 8:00 A.M. - 10:00 P.M. Weekend hours were expanded from
10:00A.M. - 6:00P.M. to 8:00A.M. - 8:00P.M. This increase of 18 hours per week will
meet the expressed preferences of patients to open appointments outside of regular
school and work hours. 1200 additional visits have been recorded since the expansion
occurred. In addition, Chinatown Public Health Center and Maxine Hall Health Center
expanded their hours, and are now open one evening per week. In an effort to
increase annual visits to Primary Care, about 35 additional provider clinic sessions
have been added to the different COPC sites. Chinatown Public Health Center and
Maxine Hall Health Center have also expanded their hours, and are now open one
evening per week. Depending on staffing, Silver Avenue Family Health Center and
Potrero Hill Health Center plan to add evening clinics.

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Done/Ongoing Provide universal health access in San Healthy San Francisco (HSF) is an innovative program designed to expand access to
Francisco. health services and deliver appropriate care to San Francisco’s uninsured adult
residents -- estimated at 73,000. HSF is the catalyst for changing the current system
of care for uninsured residents. HSF provides a package of services, ensures that
participants have a medical home, promotes choice of primary care providers,
improves such areas as access to care, customer services and transparency regarding
costs and services provided. HSF had a successful debut on July 2007 at two health
centers and was expanded in September 2007 to 20 additional health centers.

In September 2007, the program launched implementation of One-e-App as the web-


based eligibilty and enrollment tool for HSF. Other project milestones include
securing $73 million in federal funds to support HSF over a three-year period,
approving the HSF regulations and fee structure, entering into a third-party
administrative contract with the San Francisco Health Plan, partnering with the
California HealthCare Foundation on an innovations in health care for the uninsured
seminar series and seating the Healthy San Francisco Advisory Council. The public
can obtain information on HSF by calling the City's 311 System or via the program's
website at www.HealthySanFrancisco.org. The Healthy San Francisco augmentation
budget for FY07-08 was approximately $25.5 million.

In May 2008, the Mayor announced preliminary data indicating that 734 local
employers had selected the Healthy San Francisco program as the healthcare choice
for their employees. These employers have committed almost $6 million toward
healthcare expenditures for their employees, benefiting 12,900 workers.

In July 2008, the Mayor announced that hospitals will form partnerships with Healthy
San Francisco medical clinics in their vicinity. As a result, an HSF participant will have
primary care, specialty and hospital services in one geographic area making it more
convenient for the participant. The hospitals are providing services to HSF
participants without reimbursement.

As of July 2008, there are approximately 24,800 participants enrolled in the Healthy
San Francisco program. The program continues to enroll participants at a rate of 600
per week.

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Done/Ongoing Strategize to protect City residents from the Mayor Newsom formed the Avian/Pandemic Influenza Task Force in November 2005.
avian flu. The Task Force, comprised of relevant City Departments, has met on a regular basis
and is coordinating response plans. Current efforts involve the development of a
Continuity of Operations Plan (COOP) to ensure vital services continue should a
pandemic occur. San Francisco also actively collaborates with regional and state and
federal partners in Bay Area health departments, education, critical infrastructure
services, community based organizations, as well as the private sector to develop
consistent pandemic flu policies and planning regionally. In the winter of 2007, the
SFDPH conducted 6 focus groups in the San Francisco area to learn more about the
general public’s awareness of pandemic flu. The focus groups illustrated that most
people do not have a good understanding of basic disease prevention strategies and
fewer know what pandemic flu means. The City is using this information to inform its
outreach campaign to increase awareness about infectious disease prevention and
pandemic flu. We have also surveyed local businesses about their pandemic flu
preparedness and needs. Key contents for a "Pandemic Flu Home Kit" have also been
posted on DPH's website: http://sfcdcp.com/index.cfm?id=99.

Done/Ongoing Increase home-delivered meal services. DHS/DAAS implemented a pilot project providing home-delivered meals for 100
younger adults (60 and under) with disabilities. Based on the need and success of the
pilot phase, DAAS has expanded the nutrition program for this population and has
expanded the program to include meal congregate programs as well as home
delivered meals. The FY08 budget provided an additional $230,000 to expand
congregate and home-delivered meals.

Done/Ongoing Improve wellness of City employees. Mayor issued Executive Directive 05-111 on April 26, 2006, which directed all City
Departments to: 1) incorporate their commitment to employee health and wellness
strategies into their mission/vision/values statements by June 30, 2007; 2) begin to
implement Shape Up at Work strategies for healthy food, physical activity, and
general health; and 3) develop a 5-year implementation plan that will implement at
least 75% of the Shape Up at Work strategies.

CCSF Shape Up @ Work launched Active For Life, which involved over 700 CCSF
employees, in February 2007. Active For Life was offered to employees a second time
in early 2008. The Shape Up Executive Challenge took place in summer/fall 2007 and
City employees were encouraged to take part in a 10 week walking challenge to walk
a distance equivalent to the Calfornia coast in October 2007-08. A Worksite wellness
steering committee has also been created, with quarterly meetings with department
representatives.

In August 2008, CCSF employees again engaged in Active For Life - a 10 week team
based challenge to set and meet goals for regular physical activity. 575 employees
from over 20 different city departments participated. Paricipants accumulated
1,368,049 minutes of physical activity over the course of 10 weeks, which on average
works out to over half an hour of physical actiivty a day per person.

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Done/Ongoing Expand Wellness Centers. The City started with seven Wellness Centers in high schools in FY04-05. Four were
added in FY06-07, and four more were added in FY07-08. By the end of FY07-08,
more than 6,000 students received one-on-one wellness services and more than
70,000 school contacts were completed by 15 wellness centers working in high
schools (including check-ins, condom distribution, first aid, information and referral,
and lunch activities).

In FY 07-08, the Middle School Wellness Pilot Project provided two new Wellness
Centers in Middle Schools: AP Giannini and James Lick MS.

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Done/Ongoing Improve physical fitness among San The First Annual Shape Up San Francisco (SUSF) Walking Challenge involved over
Francisco Youth. 3,000 walkers from after school programs, worksites, and recreation centers, and
collectively circled the globe more than three times (over 90,000 miles). The second
Annual Walking Challenge launched October 3, 2007. 2,000 people walked a total of
165,000 miles during the Walking Challenge, averaging 90 miles a person.

In the summer of 2008, the Mayor announced the Sunday Streets initiative, an
innovative effort to encourage people to get out of their cars, use public transit, and
enjoy the city streets through physical activity. Sunday Streets is a pilot program that
will bring physical activity space to San Francisco neighborhoods on Sunday mornings
this summer and fall. The Sunday morning activities will create a route for local
families, youth and adults to walk, job, and bike. The program will offer safe and free
activities that connect neighborhoods and promote healthy exercise. Sunday Streets
is an innovative way to connect local residents to SF’s neighborhoods, and support
local businesses in the process. It brings open space to local residents, activating
local corridors with healthy activities and demonstrating the benefits of increasing
open space and recreational opportunities within the city. The initial Sunday Streets
events were held on August 30th and September 14th.

Also in summer of 2008, Soda Free Summer was launched as a regional initiative to
raise awareness about and decrease consumption of sweetened beverage. Shape Up
SF distributed over 40,000 Soda Free Summer brochures to the Unified School
District, Summer Lunch sites, worksites, clinics and more. In addition, Shape Up SF,
American Heart Association and Alliance for a Healthier Generation carried out
nutrition education and physical activity to improve heart health in about 25
community centers over the course of the summer. Finally, the Summer Lunch
program in 2008 increased meal participation by 200 nutritional meals per day over
last year, which is approximately a 4% increase.

The City also conducted research and developed foundation for the Catering Truck
Ordinance, adopted by the Board of Supervisors in May 2007, which limits catering
trucks from approaching schools to a 3 block radius.

Physical activity is also being promoted in youth through Rec Connect. Middle School
students participating in Beacon Centers are encouraged to to engage in physical
activity through a program called Gateway to Fitness.

Done/Ongoing Support city provision of health care to child Uninsured child care providers are eligible to participate in Healthy San Francisco if
care workers. they meet the eligibility criteria - they can enroll in the program as individuals.
Healthy San Francisco does not maintain information on a participant's field of
employment and therefore cannot provide information on how many child care
providers are participating in the program. It is likely that of the over 11,000
participants currently participating in Healthy San Francisco, that child care providers
are participants.

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Done/Ongoing Increase awareness of Hepatitis B in the The Department of Health (DPH) Kicked off the "3 for Life" campaign in the Asian
Asian Community. community. Assembly member Fiona Ma worked with DPH and the Mayor's Office to
increase awareness and education efforts. DPH is playing a key role in the promotion
of the SF Hep B Free initiative to test, vaccinate and/or treat all foreign-born Asian
Pacific Islander residents for Hepatitis B in order to eliminate the transmission of the
disease and prevent liver cancer.

The San Francisco Hep B Free campaign began in November 2006 when the Board of
Supervisors passed a resolution calling for the testing and vaccination of all Asian
Pacific Island residents. In January 2007, DPH, AsianWeek Foundation and the Asian
Liver Center at Stanford joined forces to establish an Interagency Steering
Committee. The San Francisco Hep B Free campaign was officially kicked off at a
dinner in Chinatown attended by 450 representatives from over 120 community and
healthcare organizations. The campaign has evolved into a sound community-oriented
testing and vaccine program that has the support of six hospitals, dozens of
community clinics, and over two dozen actively participating partner organizations.
Seven low cost public access testing and vaccination sites offer services and web
access. A community education plan with a Community Advisory Group was
established. San Francisco State University and the City College of San Francisco
have committed to educate, test and vaccine 65,000 students, staff and faculty.
Among the many challenges that lay ahead in 2008, the Hep B Free program will
focus on raising funds for a large scale public awareness campaign, establishing
broad scale clinician education, providing access to care for uninsured infected
persons and providing adequate staffing to carry out the campaign goals. The Hep B
Free campaign is an excellent example of what can be accomplished when public and
private partnerships work together to improve the health outcomes of targeted
populations.

Done/Ongoing Lobby for increased funding for mental Mental Health Services Act (MHSA) funding for clinical services and support was
health services. increased by $2.1 million for FY 07-08 for a total of nearly $7.2 million. Dr. Katz and
the Mayor lobbied the Department of Mental Health for an additional $2.8 million in
MHSA funds successfully to address housing needs and replace a Governor's cut.

The City is getting more Mental Health Services Act (MHSA) money in fiscal year 08-
09 than was predicted: $9.8 million (verses $7.2 million in fiscal year 07-08) for
clinical services.

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In Progress Rebuild Laguna Honda Hospital. The City is in the process of constructing a new campus on the Laguna Honda
Hospital site, which will provide a complete continuum of long-term healthcare
services. This facility, by design, encourages rehabilitation and independent living
while setting the standard for enhancement of the quality of life. The first phase of
the new construction began in mid-2005. The construction is scheduled to be
completed in late 2009 and the new Laguna Honda Hospital will welcome 780
residents into the new buildings during the Spring of 2010.

Planning to transition Laguna Honda Hospital, the largest nursing home in the nation,
from a "traditional medical model nursing home" into a Center of Excellence for
rehabilitation and palliative care using a "social model" of care, will require significant
"organizational development" work. The Controller has identified funding for the
development of a model and plan for implementation.

In Progress Investigate feasibility of sweetened beverage As of September 2008, a Nexus study is underway assessing the feasibility of such
legislation. legislation. The intent is to have revenue proceeds to expand the Shape Up initiative.

In addition, vending machines selling sweetened beverages have been removed from
all Recreation and Park Department facilities.

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In Progress Ensure that San Francisco General Hospital Since 2006, the appropriation of $25 million in General Fund support has allowed the
meets California's seismic safety standards. completion of the site feasibility study, space programming, and the institutional
master plan; approval of the fiscal feasibility ordinance; hiring of the project manager
and team; Board approval of the design assist contract delivery; selection of the
design team and completion of schematics; completion of geotechnical studies;
selection of the contractor; completion of cost estimates; Planning Commission
approval of the EIR and General Plan referral; Art Commission design review of the
first phase; Capital Planning Committee approval of the $887.4 million general
obligation bond; and Board of Supervisors approval of the general obligation bond
election in November 2008.

To fit program and design, the new hospital will have two stories underground and
seven stories aboveground. Every patient room has windows and is designed to
minimize falls and reduce medical errors. Floor design will allow for increased
visibility to all patient rooms for quality of care. After bond approval, site clearing
and utilities relocation will begin in Summer 2009. Foundation and structural frame
work is scheduled to begin in January 2010; the buildout of the building enclosure will
begin in Summer 2011. The completion of construction and start of the licensing
process is scheduled for 2014. The new acute care hospital will be operational in
January 2015.

In May 2008, the Mayor announced the introduction of a bond proposal that ensured
the continued operations of the San Francisco General Hospital and Trauma Center
(SFGH). The Department of Public Health is proposing an $887.4 million general
obligation bond measure on the November ballot in order to build a new, seismically
safe SFGH. The existing general acute care hospital building does not comply with the
current CA seismic safety requirements and must be replaced or face closure of acute
care services.

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Policy Area: 06. Education and Youth Count: 33


Done Meet monthly with the Superintendent to The Mayor, Superintendent, and Mayor's Education Advisor meet monthly. The
review and monitor shared objectives. Mayor's Education Advisor meets with the Superintendent and senior staff regularly.
Topics include student academic performance, operations and financial management,
program development and school reform initiatives. The Superintendent is now part
of regular department head meetings.

Done Launch an information and referral website SFKIDS.org launched March 2007. Over 100,000 visitors went to the SFKIDS.org
to connect parents to City resources and website in its first four months, and over 30,000 unique visitors went to the site
services. during FY07-08. A multi-lingual capacity expansion of the site is underway and an on-
line searchable database of afterschool and summer options is targeted for
completion in September 2008.

Done Strive to direct more city dollars to arts The Mayor supported implementation of Prop. H for arts, music, librarians, and sports
education in public schools. as well as preschool for all. In September 2006, the City and school district launched
the Arts Education Master Plan as required curriculum in all SFUSD schools.
Additionally, per pupil spending on art supplies and musical instruments has
increased each year.

In FY08-09, 25% of the Prop. H allocation was deferred due to the budget deficit.
However, approximately $19 million is projected to be invested in SFUSD from the
City's Rainy Day Fund to make up for expected state budget cuts.

Done Appoint Education Liaison. Mayor Newsom appointed Hydra Mendoza as his Education Liaison in April 2005. She
was elected to the San Francisco School Board in November 2006 to strengthen the
City's ties to the San Francisco Unified School District. With his liasion, the mayor also
conducts weekly visits to city schools.

Done Support Innovative Programs such as the The Mayor has expressed his support for small schools and has visited non-profit
Secondary Schools Redesign Initiative charter schools, supporting their efforts wherever possible. The School Board
(SSRI) and Non-Profit Charter Schools. approved the Small Schools policy, which is supported by the Mayor.

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Done Direct the SF Juvenile Probation Department Mayor Newsom appointed William Siffermann as Chief Juvenile Probation Officer in
(SFJPD) to create a committee charged with February 2005. Chief Siffermann meets regularly with residents of Juvenile Hall and
improving communication and accountability Log Cabin Ranch and has convened a Parents' Advisory Group. Every year since
between the SFJPD and community-based Chief Siffermann's arrival, the Juvenile Justice Coordinating Council, a multi-agency
organizations that provide court-mandated group chaired by Chief Siffermann, has unanimously developed and approved a
services to youth. comprehensive plan for the distribution of federal and state dollars to community
based programs. The Zellerbach Family Foundation awarded the Department a grant
to support development of a long range plan to enhance communication and
collaboration with CBOs for the benefit of court-involved youth and their families. In
December 2007 JPD introduced Moving Forward, a strategic planning and
organizational development initiative to improve departmental operations, increase
evidence based practices, and improve relations with key stakeholders. JPD has
doubled funding to support its Evening Reporting Centers, operated by community-
based organizations. In 2008, the chief established the Juvenile Advisory Council
comprised of former probationers who were successful graduates of the juvenile
justice system to help mentor new probationers and advise the department on
policies and programs. In 2008, JPD, in partnership with the Mayor's Office of
Criminal Justice established the Juvenile Call-in to engage more families, schools,
religious institutions and community groups in the process of responding to the needs
of juvenile offenders. Every six weeks, JPD hosts a "Call In" where CBOs set up
informational tables to provide outreach materials and direct access to case managers
who can speak with youth and their probation officers about programming
opportunities.

Done Establish task force on transitional youth In February 2006, the Mayor seated a 36-member task force to craft data-driven
issues. policy recommendations to improve outcomes for transitional age youth, ages 16 to
24. Experienced youth represent one-third of the membership. The Task Force
adopted 16 policy recommendations and drafted a report focused on improving
outcomes for transitional youth. In FY08-09, the City will invest $500,000 to
implement task force recommendations. A Director of Transitional Youth Initiatives
was hired and interdepartmental data gathering is underway. Implementation efforts
will focus on establishing multi-service centers, housing, and improving information.

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Done Create a first-of-its-kind joint partnernship In April, Mayor Gavin Newsom, Board President Mark Sanchez and Interim
between the City and the San Francisco Superintendent Gwen Chan signed the Partnership for Achievement. Building on the
Unified School District (SFUSD) through the many partnerships that already exist between the City and School District – such as
creation of a memorandum of After-School for All, the Arts Education Master Plan, and Prop H – the “Partnership for
understanding -- "Partnership for Achievement” seeks to formalize the collaboration between the City and SFUSD in six
Achievement." strategic areas:

- Building Community Support and Civic Engagement: A marketing campaign that


showcases innovative school programs and the dedicated professionals serving our
children.
- Supporting Teachers and Principals: A menu of targeted resources and benefits to
demonstrate San Francisco’s commitment to recruiting and retaining the best
educators.
- Promoting Adequate School Funding: We created a State and Federal education
platform that increases per-pupil funding. Expand support and enrichment services
enabling students to come to school healthy and ready to learn.
- Increasing Opportunities: An increased investment in early education, after-school
programming, collaborative wraparound services, and violence prevention programs.
- Preparing for the 21st Century: Strategies to prepare students for the modern
workforce, such as the development of career pathways in competitive workforce
areas.
- Strengthening Schools as Community Institutions: Alignment of facilities planning
efforts to develop “hubs” to share in creating safe neighborhoods and community
centers.

This work is ongoing and the partnership is the framework the City uses to continue
its support for improving public schools.

Done/Ongoing Create a pilot initiative to repay student After investigating the feasibility of repaying student loans for specific teachers, the
loans for qualified math, science, and special CCSF decided instead to focus on how to provide wide-ranging teacher benefits, with
education teachers. some special attention to those facing particular challenges.

The Mayor's Office has dedicated resources to support teachers and is in its second
year of recognizing outstanding teachers through the Mayor's Teacher of the Month
Award. The Mayor's Office of Housing has created a teacher next door program to
provide teachers with down payment assistance and DCYF has signed an MOU with
SFUSD to evaluate locations for teacher housing.

The passage for Prop A will help increase teachers salary as well as provide additional
funding for teachers who go to hard-to-staff schools and are in hard-to-staff
subjects. The Mayor supported Proposition A, which was a tax of $198 per parcel
that passed with 69% of the vote in June 2008. This tax will generate $28 million for
SFUSD and will dramatically improve teaching and learning in San Francisco public
schools.

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Done/Ongoing Explore restructuring and integrating funding The Department of Children, Youth and Families (DCYF), and Rec & Park have
and facilities planning among schools and launched an innovative partnership (RecConnect) at six recreation centers; more than
other public services, such as after-school 4,000 participants were served year to date in FY09. DCYF and SFUSD have re-
programs, libraries, and recreation centers. seated the CBO/ SFUSD task force to create a strategic approach to collaboratively
working to meet the academic and social needs of public school students and
continuing to develop protocols and training sessions of school partnerships and
facilities use. DCYF and SFUSD worked with the library to create an early literacy
initiative in the Southeast Sector. Afterschool for All represents integrated planning
by SFUSD, DCYF, Recreation and Parks and community partners. The City and SFUSD
worked together on the Student Enrollment, Recruitment and Retention (SERR) Plan
as well as the Long Term Facilities Plan. Finally, the City addresses integrating schools
and the City through the Partnership for Achievement, detailed elsewhere in the
accountability matrix.

Done/Ongoing Work with Rec and Park to provide after Arts and crafts programs for youth continue to be offered throughout Rec & Park
school arts activities for children. Recreation Centers citywide. These programs include 20 different youth art classes
offered during the school year at the Sharon Art Studio in Golden Gate Park and ART
in the Park, a summer art enrichment summer program for youth ages 11 to 15. A
variety of art classes at individual recreation centers are offered, such as daily arts
and crafts classes at the Tenderloin Children’s Playground, including sewing lessons
and quilt making; and Friday Photo Outings at the Harvey Milk Photo Center during
the summer. Additionally, Rec & Park offers a youth music program called Midnight
Music as well as a Young People's Teen Musical Theater.

Done/Ongoing Implement sound fiscal controls for Public The Mayor supports the Controller's efforts to review SFUSD bond financing and
Schools. make recommendations. Additionally, the Education Advisor, Controller and Chief of
Staff worked with SFUSD to review their finances as part of the Local 790 strike
facilitation and outcome. The Mayor's Education Advisor is working closely with
controller's office on Prop H in-kind and Rainy Day Reserve allocations for the SFUSD.

Done/Ongoing Expand Mandarin language immersion In August 2005, Mayor Newsom announced the allocation of $105,000 from the
programs in schools. Budget to coordinate the expansion of the Mandarin immersion program. In January
2006, the Mayor joined the SFUSD in launching its first Mandarin Immersion program
at Starr King Elementary School. A second site at Jose Ortega opened in August
2007. The hope is to have five sites open in different quadrants of the city for
citywide access to Mandarin immersion.

In the 08-09 budget, $75,000 was allocated for the continues support of this
program. Continued funding will go towards teacher support and recruitment,
program support, parent outreach, preschool workshops and professional
development. The funding also supports 15 other language programs throughout the
city.

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Done/Ongoing Encourage and support San Francisco San Francisco Promise is a joint collaboration with SFUSD, San Francisco State
students in the Unified School District to University and the Mayor’s Office that started in 2007. It is an initiative to a new
pursue higher education. college-going culture among San Francisco youth in the public school district and
provide college preparatory support for these youth and their families. The program
was launched last year and initial staffing (two coordinators at SFSU and SFUSD
respectively) was completed in February 2008. Targeted students starting in the 6th
grade will receive support services and guidance to prepare for college. Students
that stay committed to the program and graduate from SFUSD will be guaranteed a
spot at SF State University.

Funding will provide support during the school year and summer as well as
workshops and events for students and their families. The city is currently funding
$500K. Additional funding will be sought from private and foundation support and we
have requested $750K from Speaker Pelosi. The 2008-09 school year will kick off
with mentor meetings, AVID programs in middle schools, workshops for parents,
training for counselors and community based organizations. A three year budget and
proposal to present to funders will be ready by October 2008.

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Done/Ongoing Explore and apply best practices for truancy Accomplishments:
prevention. *In January 2008, the Center for Academic Re-Entry and Empowerment (CARE)
opened in the Bayview. Developed by DCYF and SFUSD with interdepartmental and
community partners, CARE is operated by the Bayview YMCA and targets chronic and
habitually truant youth ages 13 - 16. The initiative objectives are to engage and
reduce the number of truant youth on street corners and "hot spots" and increase the
chances of successful completion of school among youth brought to the center. The
program served almost 60 youth in the first six months of operation, nearly 3 times
the goal. Long-term impacts of intervention and the potential replication of the model
in other high need areas are being studied carefully.

Following DCYF's launch of the Truancy program, school attendance has slowly
increased. As a result of city and SFUSD interventions, at Balboa and Mission High
Schools (which had the lowest attendance rates in city four years ago), the
attendance rate has gone up 6% over the past four years. This means 100 more
students are attending school at those two schools on a daily basis. A functional
advisory board has been created, and there are attendance liaisons in nine schools.
Currently, DCYF funds one full-time employee that works as a Truancy Coordinator,
as well as providing $250,000 per year for the Truancy program.

In past years:
*$451,000 was allocated for truancy prevention as a one-year pilot in 2006 for four
schools. This program was coordinated with the District Attorney.
*$395,000 was allotted for high school and middle school re-entry programs,
mediation and public education in FY 04-05.

Investments:
•$743,510 in FY05-06
•$968,510 in FY06-07
•$1,125,105 in FY07-08

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Done/Ongoing Support expansion of high quality child care DCYF in partnership with First 5 San Francisco and HSA created the Gateway to
and pre-school facilities, improve program Quality program to improve program quality at child care centers and family child
quality, and expand staff development care homes. As of the end of FY08, 56% of all licensed childcare providers will have
opportunities. current quality assessments. The project has grown over time and now the
assessments are part of the quality requirements for the citywide "Pre-school for All"
program - which provides universal access to quality, half-day programs citywide as
of September 2008.

Training programs such as Wages Plus and CARES expand staff development
opportunities. In FY08-09, HSA, DCYF, and First Five S.F. are jointly funding citywide
quality supports valued at $11.7 million to support health screenings, mental health
consultations, quality assessments and other supports for early childhood programs
and child care sites.

DCYF investments to promote the quality of early childhood programs:


*$7,987,978 in FY05-06
*$10,076,000 in FY06-07
*$10,321,217 in FY07-08

Done/Ongoing Lobby the state legislature and Congress for The Mayor has requested a $750,000 appropriation for SF Promise in FY08-09, via
education funding. Speaker Pelosi's efforts. The Mayor continues to lead the Mayor's Education
Roundtable and has met with Governor Schwarzenegger to discuss the state funding
of education. The Mayor supports an increase in reimbursement for student nutrition
and an increase in income eligibility for free and reduced lunch. The Mayor also
supports the reauthorization of the Child Nutrition Act, which will come up in 08-09,
and has been briefed on the report from the Committee on Education Excellence.

The Mayor also formally supported the Proposition 98 lawsuit to restore 06-07
funding that had been cut by the state to schools.

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Done/Ongoing Work to expand before- and after-school In May 2008, the California Department of Education awarded SFUSD $1.5 million in
enrichment programs through public/private afterschool funding for six high schools (including two alternative schools) and
partnerships, accessing matching funds, and $2,305,000 in funding for afterschool, for school and family literacy programming or
maximizing use of existing facilities. supplements at 40 elementary and middle schools.

Other efforts include:


*The Mayor supported SB 638 (Senator Tom Torlakson) to increase state funding and
reimbursement for afterschool programs.
*The Department of Children Youth and Their Families (DCYF) launched SF
Afterschool for All Initiative with SFUSD to provide after school to all elementary and
middle school students who want such services by 2010, a formal collaboration with
SFUSD. DCYF closed the afterschool gap by 25% in the first two years by creating
2,777 new spaces and 1,250 quality enrichment opportunities. Local city funds added
600 new spaces to community based programs, while SFSUD secured state and
federal funding added 2,177. A citywide afterschoool technical assistance
collaborative formed - the first of its kind in California.
*SFUSD and DCYF leveraged $3.74 million in new state funding for after school
Investments:
•$13.3 million in FY05-06
•$15.3 million in FY06-07 ($2 million new funding)
•$18.9 million in FY07-08 for afterschool and out of school time investments

In May 2008, the Mayor was honored by the Afterschool Alliance for San Francisco's
support of afterschool programs.

Done/Ongoing Improve and restructure planning and The Mayor appointed a first ever, 25-member Policy Council on Children, Youth and
coordination of Children's Services. Families composed of public/private stakeholders to develop overarching citywide
policies. A 3 year report of accomplishments is available at
http://www.dcyf.org/Content.aspx?id=950&note=1500. Based on an extensive 15-
month community input process, a Community Needs Assessment addressing
improvements to Children's Services is being finalized in the fall of 2008. A
Children's Services Allocation Plan - designed to guide strategic investment in
programs serving children and youth - will be prepared in FY08-09 with stakeholder
input.

Through the Mayor's Office, an Interagency Council began initial planning in the
summer of 2008. It will coordinate resources and decision-making across three
initiatives, including: Community of Opportunity, Transitional-Aged Youth, and
Violence Prevention. The City is undertaking this effort to enhance coordination and
planning.

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Done/Ongoing Improve information sharing between SFUSD The Deputy Superintendent and Special Assistant to the Superintendent participate in
and city departments. regular policy meetings with Mayor's senior staff and City departments. The Mayor's
Education Liaison has regular contact with the SFUSD Administration. The
Superintendent attends bi-weekly department head meetings and regular meetings
with the Mayor. The Mayor has also issued a directive to make department heads
available to the Superintendent in addressing school challenges and issues. The
Mayor and SFUSD suprintendent signed a Partnership for Achievement, which is the
first ever Memorandum of Understanding between the City and SFUSD to improve
educational quality. Monthly meetings are held between SFUSD, DCYF and the
Mayor's Office to discuss joint efforts and support.

SFUSD also is included in inter-agency initiatives, such as the Transit Effectiveness


Plan and disaster preparedness planning.

Done/Ongoing Expand universal pre-school in the City so The Mayor supported a voter initiative to create universal pre-school in San
that every San Francisco child has access by Francisco. The Pre-school for All (PFA) effort launched in Bayview Hunters Point,
2009. Visitation Valley, O.M.I and Mission. Spending increased for PFA from $10 million in
FY07-08 to $11.25 million in FY08-09. We project to increase the total number of 4-
year old children participating in high quality preschool through the PFA effort from
1,800 in FY07-08 to 2,400 in FY08-09, citywide. The program will be universal for all
four-year-olds in September 2009.

Done/Ongoing Work with SFUSD to support Dream Schools. Mayor Newsom helped launch Dream Schools with Superintendent Arlene Ackerman
at Charles R. Drew School on August 30, 2004. Currently, several of the Dream
Schools are still thriving. The new SFUSD strategic plan will pay more attention to
equity and access for ALL schools instead of a select number of schools. MGN will
support the efforts coming out of the new strategic plan, especially those areas that
address equity and access and opportunity for San Francisco students.

Done/Ongoing Lobby in Sacramento for funding for In FY05-06, the Mayor successfully lobbied the State Legislature for San Francisco to
childcare. be included in an innovative pilot project to increase the Standard Reimbursement
Rate funding for Title V childcare slots. The Governor signed SB 701 (Senator Carole
Migden) in October 2005.

In 2008, the Mayor is actively supporting child care and education field efforts to
reduce or eliminate the Governor's proposed cuts to child care and education. He also
is supporting legislation to create continuity of care for families moving from local
funded to state funded child care subsidies.

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Done/Ongoing Work with SFUSD to support increased The City will continue to support youth achievement efforts at Malcolm X Academy
achievement for students at Malcolm X through its Communities of Opportunity initiative. DCYF and First 5 SF, in
Academy. collaboration with COO, are funding a new family resource center, called “Parent
University,” at Malcolm X Elementary School in Bayview Hunters Point. The center,
opened in the spring of 2008, is administered by Edgewood Center for Children and
Families in partnership with Florence Crittendon Services. A resident and community
member advisory committee oversees implementation. Based on the Harlem
Children’s Zone model, Parent University staff is being trained on Dr. T. Berry
Brazelton’s evidenced based Touchpoints Framework. To date, Family ambassadors
have outreached to over 350 families and over 60 families have participated in
parenting, early literacy and job readiness workshops.

Done/Ongoing Expand opportunities for intergenerational In the Mayor’s 2008 inaugural address, he called for an expansion of opportunities for
tutoring. intergenerational tutoring. Experience Corps is an established organization that brings
programs to schools that need tutorial support for students and provides easy access
for seniors who want to volunteer their tutoring services. An increase in funding of
$160K has been budgeted by DCYF in fiscal year 08-09 and will help grow the
afterschool and during school programs by eight additional programs.

Done/Ongoing Pursue partnerships that give parents and The Mayor's Communities of Opportunity (COO), in partnership with DCYF and First 5,
caregivers tools to participate in their developed a "Parent University" to help parents earn GED and AA degrees, in
children’s education. collaboration with local community-based organizations and higher learning
institutions, such as City College of San Francisco. COO, First 5 and DCYF launched
the Parent University in January 2008. Additionally, Opportunity Centers located in
public housing developments provide parent support and life skills workshops so
parents can better aide their children socially and academically. The City has worked
more closely with community-based organizations such as San Francisco School
Alliance, San Francisco Education Fund, Parents for Public Schools and San Francisco
School Volunteers, to engage families in San Francisco schools.

Done/Ongoing Collaborate with SFUSD on their efforts to The Mayor's Education Advisor serves on the Advisory Committee with other
improve the public school enrollment process. stakeholders to review national enrollment models and provide recommendations to
SFUSD. The school board will also be reviewing a new student assignment process for
the 09-10 school year.

In partnership with the school district and 13 other community agencies, a public
outreach campaign will be launched that will promote and support public education
and stabilize student enrollment. Private companies are currently offering pro-bono
assistance in developing a public relations campaign. The Mayor's Office convened the
13 partners for the campaign for education. The group has secured a grant with
Taproot to develop this campaign and pro-bono support from Mortor to do messaging.

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In Progress Make public service a common expectation The Mayor feels very strongly about providing our students with an organized and
by creating a community service structured volunteer opportunity prior to graduation. In collaboration with
requirement in all of our public high schools. VolunteerMatch.com, SFUSD and the Mayor’s Office, an on-line program has been
developed for students from every high school to be able to choose and manage their
community service hours. The Mayor's Office is working with SFUSD to pilot this
program as an administrative directive prior to setting any “requirements” for all high
school students. The City has budgeted $60,000 in 08-09 for program development,
support and coordination for all high school students. There will be a formal RFP to
secure the vendor. The goal is to have this effort be led by students.

Next steps include developing the opportunities and structures to access volunteer
sites, to track student hours, and to build the necessary SFUSD infrastructure to
ensure success.

In Progress Work with the San Francisco Unified School The City continues to support multiple efforts to improve childhood literacy, including:
District (SFUSD) to ensure that every 3rd tutorial services, a southeast literacy initiative at DCYF, a library literacy initiative,
grader can read. and others. Discussions of an SFSUD, City, foundation collaboration for a formal pre-
kindergarten to third grade intensive literacy strategy are underway, now that the
SFUSD strategic plan was finalized in the Spring of 2008. A Library card campaign
encouraging more student use participation was completed with a September 2007
reception and lunch.

Through DCYF’s Early Literacy Initiative 5,228 children and parents participated in
early literacy activities in communities of opportunity in 06-07. The Initiative also
provided preschool literacy intervention experiences to 698 children in eighteen
Bayview and Visitacion Valley preschools, 75% of the total eligible preschools in the
two communities. In 07-08 6,000 children and parents from the Southeast will
participate in literacy activities and 100% of eligible preschools in the two
communities are receiving support.

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In Progress Create a Science and Technology Academy The Mayor proposed this idea in his October 2005 State of the City address. The
at Mission Bay. concept is to develop a Science Center that will include a K-8 public school, a hands
on science center and a state of the art training center for teachers.

The development and erection of this school is a joint collaboration with SFUSD,
UCSF, SFSU, CCSF and the Mayor’s Office. Through the development of the Mission
Bay Community, UCSF secured a vacant lot for a new school in the center of this
expanding community. SFUSD is eligible to accept the land once 3600 housing units
have been permitted. This target has been met by the redevelopment agency and
UCSF can now turn the land over to SFUSD.

The next stage of planning includes research and observation of similar educational
centers across the country, an actual concept agreement, planning forums,
community forums, and developing funding and outreach materials. The City has
budgeted $100,000 in 08-09 to enable forward movement on these efforts and to
determine how to raise private and foundation dollars for the actual building. The City
has met with the Executive Director of the Association of Architects (AIA) and
SFUSD. AIA does an annual international competition and is interested in having the
mission bay school as the center of the competition, which would involve developing
a scaled version of the actual building. This opportunity will be investigated
throughout the fall of 2008.

In Progress Support summer school for low-achieving The City has made summer school a priority for low-achieving students. The Mayor
students in all grades. seeks to financially support summer school opportunities when possible. We funded
43 teen-specific after-school summer enrichment progams and 8 teen specific arts
enrichment programs.

In Progress Improve facilities for the School of the Arts. The Mayor strongly supports the principle that having students exposed to the arts
invariably helps them be better students in the traditional subjects. The School of the
Arts is one of San Francisco's greatest educational resources and the Mayor supports
the exploration of relocating the school from its current location in Twin Peaks to a
facility closer to the Fine Arts Community of the Civic Center. Initial research showed
that a rebuild of a city-owned Civic Center property would cost $171 million. The City
is now exploring city-owned land swap options in the Civic Center area. Luis Cancel,
E.D. of the Arts Commission is working with Superintendent Carlos Garcia on this
project, and the Mayor's Education Advisor continues to work with MOEWD to find
alternate site options that would not be as costly.

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In Progress Ensure quality schools in every neighborhood. The Mayor visits schools regularly to meet students, teachers, parents and principals
and tours school facilities. The Mayor works closely with SFUSD on City support for
education programs. The Mayor and SFUSD suprintendent signed a Partnership for
Achievement, which is the first ever Memorandum of Understanding between the City
and SFUSD to improve educational quality.

The new SFUSD strategic plan will work towards making every school a good school
and balancing access and equity. The Mayor will work closely with SFUSD to provide
support around student assignment as well as equity and opportunities for all
students.

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Policy Area: 07. Government Efficiency Count: 45


Done Create online park reservation system. Online reservations can now be made for all Recreation and Park programs.

Done Address the CCSF's retiree health liability. In June 2008, voters passed a Charter amendment that reduced costs for long-term
liability by changing City employee vesting requirements. This amendment also
enhanced retirement benefits for all employees.

In the FY 07-08 budget, an annual fund was created to address retiree health liability
($500,000).

Done Implement recommendations of the May The majority of the Civil Service recommendations on Civil Service Reform have been
2005 Department of Human Resources accomplished to date, including faster hiring, mandatory performance evaluations,
report on Civil Services Reform. performance-based pay, mandatory training, eliminating seniority-based bumping for
managers and fewer labor contracts. The remainder of the recommendations have
primarily been deemed no longer needed, possible and/or recommended. DHR will
continue to identify and implement needed changes to the City's civil service and
human resources systems and processes to ensure a modern and more effective
personnel system designed to ensure that San Franciscans continue to receive the
highest quality services from the governement in the 21st century.

Done Direct the Office of Contracts Administration OCA sends monthly reports to the Human Rights Commission.
(OCA) to notify the Human Rights
Commission when it approves sole source
contract waivers, to facilitate contractor
compliance with the city’s human rights laws.

Done Make telecommuting available to all City The Mayor issued an October 7, 2005 Executive Directive that directed all City
employees to the fullest extent possible and departments to support telecommuting options for City employees. DHR created the
operationally feasible. Telecommuting Program in response. Departments are implementing telecommuting
on a case-by-case basis with this directive.

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Done Reduce provisional hiring and provide faster, The Department of Human Resources began administering Position-Based Testing in
more efficient permanent hiring. October, 2006, which provides faster, more efficient permanent hiring thereby
reducing reliance on provisional hiring. On February 9, 2007, the Mayor announced
several reforms to streamline the hiring process, including: a mondernized City
Employment Center, new job application and assessment software, more aggressive
recruitment, and other streamlined HR processes.

Done Work with Native American leaders to create The Native American Task Force was formed in Fall 2006 and completed in the
a working group on Native American issues. Spring. The Task Force presented recommendations for a $10,000 site study which
was included in the 2007-08 budget.

Done Modify existing databases to centralize and The Mayor issued a directive to the Office of Contract Administration (OCA) in March
track information on sole source contracting 2004 to implement a new business model for contracting and procurement. The
and allow for reporting on those contracts. Office of Contract Administration developed a computerized database that includes all
relevant information for each contract, including type of contract, contracting
department, name of contractor, award amount, term of contract, summary of work
to be performed, and other relevant information. Additionally, in conjunction with the
Controller's Office, OCA updated the "purchasing authority" codes to help
departments properly categorize sole source transactions in the City's central
purchasing system. This upgrade allows the City to produce summary reports of sole
source contracts that can be made available regularly as needed.

Done Launch 311. 311 formally launched for public use on March 29, 2007. It provides one phone
number for all City services, with call takers available 24 hours a day, seven days a
week, in multiple languages. For emergencies, the public will still dial 911.

311 answered over 3 million calls by June 30, 2008. Calls are answered by 65
customer service representatives and serves callers in more than 176 languages.
The center receives more than 375,000 calls a month. On average, 60% of calls are
answered within 60 seconds. With a budget of $11.8 million, 311 is less than two-
tenths of a percent of the City's overall budget. The Center will increase staff to 90
customer service representatives and expects to receive approximately 5.6 million
calls for FY 2008-09.

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Done Require management training for all Rec and Management Training: The Recreation and Parks Department provided
Park staff promoted to managerial positions. comprehensive management training to all its supervisors in July 2005 through an
intra-department "Supervisors Academy." The Department is further identifying
newly hired management personnel for follow-on management training in the new 24
PLUS management training curriculum developed by DHR. In May 2006, the
Department completed the hiring process for 5 new 0922 Manager I positions and
conducted a week-long in-house training curriculum that will include management
best practices, team-building, and in-depth alignment with the Department's strategic
vision for the City's Parks and Recreation as well as our road map for service
improvement.

Done Provide more guidance on the City's ethics In June 2006, the Department of Building Inspection (DBI) issued a Code of Conduct
requirements to all Department of Building for DBI staff, customers, and commissioners. In September 2006, DBI obtained
Inspection staff and customers. approval from the Ethics Commission for more stringent restrictions on incompatible
activities of staff. DBI has also imposed strict prohibitions on staff conducting
inspections outside their district assignments to eliminate opportunity to provide
preferential treatment. DBI has made staff rotations throughout the divisions
standard procedure, thereby eliminating past practices of cultivated relationships that
may have resulted in preferential treatment opportunities. DBI has also enforced
restrictions of customer access to non-public/employee-only areas. DBI has hired an
ethics counselor and provides mandatory department-wide training for staff. The
Department held required general Ethics Training in March of 2007 for all employees,
which included information on basic city policy. The training was attended by 92% of
DBI Staff.

The Department held a follow-up session for all staff that needed to submit the
Statement of Economic Interest (SEI) Form 700 in March and April of 2007. This
training was attended by 59% of DBI staff.

Finally, the department continues its work through a general ethics + SEI seminar for
all new staff in March 2008, and through optional refresher sessions for staff who
need a refresher on the SEI form.

Done Support the requirement of a 10-year capital Building upon the first 2 capital plans, issued in 2006 and 2007, the City
plan. Administrator's Office and the Capital Planning Committee completed the City's
second update to the 10-year capital plan and submitted it to the Mayor and the
Board of Supervisors on March 3, 2008. On April 15, 2008, the Mayor and the Board
of Supervisors approved the updated plan, calling for $19.8 billion in capital
investments between fiscal years 2009 and 2018. In August 2008, the Mayor
announced that his FY08-09 budget contained $107.9 million dedicated to public
health, public safety, streets, parks, and facility capital improvements.

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Done Create a Citistat program to regularly track The Mayor launched SFStat in April 2004. The Mayor regularly convenes data-driven
and report how well City departments are meetings with 13 departments, representing over 80% of the City's budget. SFStat
performing their missions. Convene regular has enabled the Mayor and departments to more closely track overtime spending,
Citistat meetings with department heads and improve inter-departmental cooperation, and improve delivery of city services. For
top staff to review data and hold managers example, SFStat data identified certain individuals who were calling 9-1-1 frequently
accountable for improvement. – sometimes daily. By tracking the calls and identifying these individuals, who were
generally homeless, the Fire Department was able to set up a special team to connect
these citizens with appropriate city services.

The Mayor's Office is in the process of updating the SFStat infrastructure in


partnership with City departments, with the goal of identifying citywide goals in key
issue areas. SFStat presentations will recommence by January 2009.

Done/Ongoing Implement San Francisco Connect. The Mayor formally launched San Francisco Connect on August 3, 2006. The Mayor
has launched Project Homeless Connect, Youth and Families Connect, Green Connect,
and Tech Connect - all of which will engage volunteers in improving delivery of
services to the community. SF Connect is now an independent 501(c)3 nonprofit,
available online at: www.sfconnect.org.

Done/Ongoing Simplify the Disadvantaged / Local Business The current DBE/LBE certification process, which took effect September 1, 2006,
Enterprise (DBE/LBE) certification process. takes 10 days, provided that applicant submits all required documents. HRC has also
developed an expedited process to assist applicants who wish to submit bids on City
contracts.

Done/Ongoing Ensure that City departments incorporate The Mayor's staff, works with community foundations and has developed protocols for
fundraising goals into their strategic plans. making and tracking department grant applications. The Working Families Credit,
Project Homeless Connect, and Communities of Opportunity successfully raised
several million dollars from outside agencies to support these programs.

Done/Ongoing Make the City's websites are more culturally In September 2006, Mayor Newsom and Assessor Phil Ting released a report of the
competent and accessible. Cultural Competency Task Force with numerous recommendations for making the
City’s website more culturally accessible and comprehensive for diverse communities,
as well as other items to increase cultural competency of City services. The FY08-09
budget includes $150,000 to provide better language translation to the City's
websites. The Office of Language Services was established FY07-08.

The 311 center is eqipped with the Language Line service, which serves callers in
more than 176 languages.

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Done/Ongoing Address career development and succession DHR developed 24 PLUS - a workshop series to train supervisors and managers. DHR
planning needs through expanded, strategic also established City University and offers courses through SF State and City College
training for employees. in leadership, general skills, and career development. A Workforce Analysis Report
and Succession Planning Report was issued to guide succession planning efforts. In
FY04-05, the program launched and was offered to all newly-appointed supervisors
and managers and DHR offered just 1,500 hours of professional development. In
FY06-07, DHR offered over 25,000 hours of training. As of FY07-08, the program
was extended to all existing supervisors and managers and DHR continues to expand
the program.

Done/Ongoing Modernize human resources information The Mayor issued a directive in August 2005 mandating an upgrade to HR systems.
management and payroll systems. -DHR has implemented a new web-based on-line application and hiring system which
was launched in early 2007.
-DHR has assembled a citywide HRIS project team which will be engaged in a three
year upgrade of our systems. Called "Project eMerge," this new system will be
developed and implemented as a multi-year project. Preliminary project completion
is 2009.

Done/Ongoing Improve customer service at DBI. In FY08 - DBI has established a new unit for expedited permit review. DBI is
implementing technical, customer, employment development training for new and
current employees and increased its training budget by over 400%. The new Director
has restructured the management into 6 divisions to create clearer lines of
accountability. The division heads are also charged with business process re-
engineering to promote efficiecy and effectiveness in 2007-2008. Other changes
include increased quality control through spot checks, staff rotations, pubilsing a code
of conduct, hiring 41 new staff and promoting 55. An Ethics Counselor has been
hired and conflict of interest training is being conducted department-wide. In 2007,
all plan check divisions have reduced backlog. In 2007-2008, DBI created a multi-
department work group to implement an integrated permit tracking system. The
phases for implementing the system are under discussion.

Done/Ongoing Reduce building permit application backlog Personnel hires and changes along with department wide training has reduced the
and turnaround time. backlog. Since June 2006, residential plan check has experienced a 52% decline in
the number of applications pending review. In June 2006, 140 applications were in
the backlog whereas in May 2007, only 68 applications were pending review. The
Commercial Plan Check experienced an 11% decline in their backlog. The average
number of days to process an application has also reduced by 7.8 days for residential
plan checks and by 4.7 days for commercial plan checks. DBI has restructured the
Plan Check Division, Residential, Commercial and Mechanical Plan Check have been
grouped into the Plan Review Services Program.

As of February 2007, the counts and performance measures reflecting the new
structure are being established.

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Done/Ongoing Appoint small business leaders to City The Mayor is committed to ensuring that a broad range of business and consumer
commissions. perspectives have a voice in City government. The Mayor has made 5 appointments
to the Small Business Commission representing a broad range of business
perspectives. In addition, he has appointed small business leaders to other
commissions, including: Arts, Entertainment, Environment, Film, Fire, Human Rights,
Building Inspection, and others.

Done/Ongoing Promote marriage equality. Mayor Newsom directed the County Clerk to issue Marriage Licenses without
discrimination by gender or sexual orientation in February 2004. The City continues
to pursue this issue through ongoing litigation.

On May 15, 2008, the California State Supreme Court made a ruling to grant same-
sex couples the right to marry. On June 6, 2008 at 5:01 pm, San Francisco issued its
first gender neutral marriage license and married same sex couple Del Martin and
Phyllis Lyon. The City continues to issue hundreds of marriage licenses each week to
couples, regardless of gender or sexual orientation.

Done/Ongoing Address street mapping backlog. In 2004-05, DPW's Bureau of Street-Use and Mapping had a backlog of 750 maps.
By June 30, 2006, the Bureau reduced the backlog from 750 to 321 maps (57%
reduction). As of 12/31/07, the backlog was further reduced to 155 map applications.

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Done/Ongoing Ensure that all San Francisco City In July 2008, Mayor Newsom clarified that San Francisco’s Sanctuary City policy is
departments comply with the local Sanctuary designed to protect San Francisco residents, not to be used as a shield for criminal
City ordinance, which prohibits City behavior. He directed his administration to work in cooperation with the federal
departments from assisting with government on all felony cases involving illegal immigrants and urged the District
enforcement of federal immigration law, Attorney, the Public Defender, and the courts to do the same. Judge Kevin Ryan,
except as specifically required under federal Director of the Mayor’s Office of Criminal Justice, currently is conducting a review of
law. all Executive Branch City agencies’ policies regarding existing sanctuary city policies.

The Mayor has strongly advocated against federal legislative proposals to deny
federal funding to Sanctuary Cities. In the effort to better coordinate the activities
among the city departments and outreach to the public about the Sanctuary City
Ordinance and the immigrant rights, the Office of City Administrator and the
Immigrant Rights Commission decided to create an Immigrant Rights Administrator
position and was hired in January 2008. The Mayor also issued Executive Directive
07-01 on March 1, 2007, which directed City departments to do the following: 1)
comply with Chapter 12H of the City's Admin Code related to the City's status as a
Santuary City; 2) keep writen propocols for how the deparment shall comply with the
Admin Code; 3) the Human Rights Commission and Immigrant Rights Commission to
maintain updated copies of deparment protocols; 4) incorporate education on the
City's Sanctuary City status into regular employee trainings and orientations; and 5)
incorporate education on the City's Sanctuary City status into regular community
outreach.

In April 2008, the Mayor and Supervisor Ammiano launched a public awareness
campaign to promote San Francisco’s “sanctuary” policy for undocumented residents
in an attempt to assure residents that they can safely access city services without
becoming vulnerable to federal immigration authorities. The goal is for undocumented
residents to feel safe when visiting a public health clinic, reporting a crime to the
Police Department, or seeking out other City services. The campaign will consist of
advertisements about the Sanctuary City policy, including multi-language brochures,
and radio and TV announcements. Campaign funding totals $83,000.00, and the
initiative is supported by the Department of Public Health and the Human Services
Agency.

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Done/Ongoing Increase government employee Following an August 2005 Executive Directive, every department is required to
accountability. complete performance evaluation for all City employees. DHR continues to provide
performance planning and appraisal training to managers and supervisors Citywide
and has created a system to track compliance. DHR sets performance measures for
all City departments and tracks their progress year-by-year; last year, departments
reported that approximately 80% of scheduled appraisals were completed, and DHR
will continue to offer training and track results in FY 2008-09.

New labor agreement provisions require satisfactory performance appraisals to


receive scheduled increases; they also allow flexible compensation to recruit, retain,
and reward exemplary management and professional employees. In November
2006, the Civil Service Commission passed a rule change to eliminate seniority-based
bumping for managers.

Done/Ongoing Improve transparency of process at DBI. The Department of Building Inspection (DBI) has added online tracking for the public,
which includes permit, complaint and expediter tracking. DBI has also improved its
website, adding permit and complaint information online. The DBI website has added
links to other departments, checklists, administrative bulletins, code information,
policy and procedures, frequently asked questions and GIS permit tracking
information. Finally, DBI worked with stakeholders to complete a Business Process
Reengineering, which it is implementing in FY08-09.

Done/Ongoing Double the number of performance audits of Once a year, the Controller in conjunction with the Office of Contract Administration
City contracts. (OCA), performs citywide post-audits of financial transactions by city departments.
This includes purchasing transactions. Pursuant to the Non-profit Contracting Task
Force Recommendations, the Dept. of Public Health, Dept. of Human Services, MOCI,
DCYF, OCA and the Controller City Auditor's Division have developed fiscal and
compliance monitoring protocols for non-profit professional service contracts. The
protocols for program monitoring are being developed. In 2003-04 prior to Prop C
there were a total of 48 Audits and 0 Performance Audits. In 2006-07 there were 58
Audits and 9 Performance Audits, increasing total annual audits by 40% compared to
2003-04. In 2007-08 there were 21 Audit Reports, plus 2 special reports.

Done/Ongoing Improve customer service in the provision of The network of Support for Community Living website (www.sfnscl.net) for central
senior services. referral online was completed in 2005. The 3-1-1 telephone number launched March
2007. In FY06-07, DAAS consolidated the disparate information and referral
functions into one unit to implement a single point of access for customers and
community-based organizations that want to access the Community Living Fund. $3
million was budgeted for the Community Living Fund in 2007 and 2008, and $4
million was budgeted in FY08-09.

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Done/Ongoing Reduce the number of sole-source contracts The Mayor issued a January 15, 2004 Executive Directive that: 1) required the Office
of Contract Administration and the Controller to report by March 1, 2004 on techology
solutions to better centralize, audit, and track sole-source contracts; 2) required
department heads to regularly review their contracts to ensure proper renewal terms
for sole-source contacts; 3) required all departments to report annually to the Mayor
and Controller by March 1 on all existing and pending sole-source contracts; 4)
required all departments by June 30, 2004 to initiate a competitive solicitation
process for services provided under contracts in place for 10 years or more; and 5)
required OCA, the Controller, and the Human Rights Commission to create a review
and audit process to sensure sole-source vendors comply with the City's human
rights laws. The requirements of this directive have all been fulfilled.

The Office of Contract Administration works with departments to identify all possible
opportunities to bid out sole source contracts before they are renewed. Number of
general sole source waivers calendar year (CY) 2004 = 188; CY 2005 = 176; CY
2006 = 169; CY 2007 = 162.

Done/Ongoing Create a Resource Development Office to The creation of the Mayor's Office of Community Investment in the summer of 2008
improve coordination of city funding streams will allow the City to streamline and leverage City and philanthropic dollars for more
and create a comprehensive fund strategic investment in vulnerable communities and neighborhoods. MOCI is
development plan. currently working with the Interagency Council and other departments to coordinate
grantseeking efforts and identify appropriate opportunities.

Done/Ongoing Give Planning staff broader authority to In July 2008, Mayor Newsom and Planning Director John Rahaim announced a
administer project review and approvals. package of long-awaited procedural and operational reforms as part of the
administration’s on-going efforts to improve the professionalism and efficiency of the
City’s planning process. Key features of the two year program include creation of an
integrated, on-line permit tracking system, streamlined CA Environmental Quality Act
review procedures, a consistent design review process, and improvements to the
Discretionary Review process. The “Action Plan” also includes several measures that
promise to reduce the current backlog of project applications, including the
introduction of a new ‘triage’ intake system which would provide project sponsors
immediate feedback so they can begin studies or anticipate potential changes instead
of waiting until later in the process.

Done/Ongoing Convene an interdepartmental resource The Mayor's staff meet regularly with department heads, senior department policy
team. staff, and the City's state and federal lobbyists to aggressively identify grant
opportunities and strategize for maximizing outside funding available to the City.

In 2008, the Mayor's Office of Community Development was renamed the Mayor's
Office of Community Investment (MOCI), and will provide a leadership role in
citywide grants procurement moving forward.

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Done/Ongoing Cut waste and eliminate duplication within The City reduced the number of full time employees by 175 since peak in 2000-2001
city government. and consolidated eight City departments. The City saved an estimated $1.5 million
from a reduction in the city fleet light duty vehicles (211 light duty vehicles). The
City Administrator has created a General Services Agency to streamline and assist
with management of multiple departments. This year, we consolidated human
resources functions across these seven departments. The City Administrator and
Reproduction unit have begun the new Copy Smart contract, which has both the
vendors and CCSF reducing the numbers of copiers and printers in the city.

In March 2008, the Mayor issued Executive Directive 08-03: Reduction in


Discretionary Spending. It directs departments to reduce their discretionary spending
by immediately implementing the following measures: limiting overtime; freezing
any and all payouts of discretionary lump sum payments, extended pay ranges, and
accelerated pay increases; directing DHR to work with dept. heads and labor
organizations to implement a voluntary work furlough program; restricting out of
town travel unless required for maintenance of professional certifications or otherwise
approved by the Dept. Head and Mayor’s Budget Director and unless the cost of such
trips are entirely covered by reimbursements provided under the terms of the
applicable labor agreement; limiting the use of standby pay; ensuring that employees
are only called back to work when there is at least four hours of work that is needed;
decreasing provision of new personal communications devices; targeting an additional
5% reduction in energy use for FY 08-09; and directing the City Administrator to
implement an additional 5% reduction in the City’s non-emergency, general purpose
fleet.

The Mayor instituted these measures in order to implement belt-tightening citywide.

Done/Ongoing Increase cultural and linguistic competency The Mayor issued a directive to the Department of Aging and Adult Services (DAAS)
in senior services. in May 2005 to complete a language needs assessment, adopt a language plan for
delivery of City services, and direct CBOs to phase in the plan through hiring
employees who speak the relevant languages. The Mayor also increased funding for
a part-time Spanish speaking district-wide social services worker to full-time; and
two bilingual workers have been added. At the 311 Call Center, help is available in
176 languages.

Done/Ongoing Reduce wait times at Department of Parking The average wait time decreased from 1 hour and 30 minutes to 8 minutes in July
and Traffic offices. 2007, with 71% of customers served within 10 minutes. On July 9, 2007 the new
SFMTA Customer Service Center opened at 11 South Van Ness. The new facility
includes 6 new customer service windows, an additional hearing room, security
enhancements, Que-matic technology, and other improvements. Wait times at
SFMTA Customer Service Center now average 6 minutes (week of 2/14), and service
more than 11,000 customers per month (Jan. 2008). Further efforts to integrate
SFMTA customer service requests with 3-1-1 via phone and web will also enhance
response capacity and reporting capabilities.

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In Progress Ensure prompt payment to small businesses This is being developed at the Construction Task Force under DPW.
for City contracts, including through a
contract advance and/or a new prompt
payment system.

In Progress Unbundle city contracts, in order to provide The Office of Contract Administration (OCA) is working with the City Administrator
increased contracting opportunities to DBEs. and the Human Rights Commission (HRC) to implement standards and protocols
pursuant to the new Local Business Entity (LBE) legislation. OCA is working with HRC
on the Micro-LBE Set-Aside Program. Last year, OCA awarded a security guard
contract for the Alemany Farmer's Market to Micro-LBE. OCA will be awarding the
Technology Store and the Office Supplies contracts to multiple Micro-LBEs.

Note of clarification: while the original pledge applied to Disadvantaged Business


Enterprises (or DBEs) as per Administrative Code Chapter 14A, this terminology is no
longer applicable. In September 2006, the Administrative Code Chapter 14B became
effective - replacing 14A and replacing the term DBE with "LBE" or Local Business
Enterprise.

In Progress Direct the Office of Contracts Administration This is being developed at the Construction Task Force under DPW.
(OCA) to centralize and track information
from all city departments on prime
contractors to improve contractor
accountability to their subcontractors.

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In Progress Reduce Cell Phone Costs In May 2007, the Mayor issued Executive Directive 07-04 to reduce costs related to
cell phones and other mobile devices. DTIS and COIT will: 1. Negotiate cell phone
contracts 2. Develop optimal cell phone plans for departments 3. Work with
departments with higher than expected costs to reduce costs 4. Launch a new web
application that allows for billing, reporting and auditing of telephone bills. 5.
Develop guidelines for purchasing telecommunications plan and equipment. 6.
Determine whether or not there should be per diem usage plan. 7. Review their
inventories of mobile equipment. 8. Provide contact name of staff member who
manages their cellphone program. 9. Provide a report outlining cell phone needs for
staff.

In July 2008, the Mayor issued Executive Directive 08-09: Communications Services
Cost Management. This directive called for: the Dept. of Technology (DT) to
determine the optimal communications configuration for each agency and implement
appropriate changes by September 30, 2008; each department to appoint a single
point of contact to the DT; the Chief Information Officer to provide a detailed update
of all actions taken by October 15, 2008; departments to undergo a business needs
review and develop protocols for issuing new devices to employees; the FY2008-09
proposed budget included reduced budgeted amounts for cellular phone services by
50% citywide.

As of the end of August 2008, 100% of City cell phones have been optimized and 34
departments have been trained on expedited methods of understanding and cutting
cell phone usage. The first reports for departmental cell phone usage will be available
in early October.

In Progress Reform the CCSF permitting process. In his 2008 inaugural address, the Mayor pledged to reform the permitting process,
so that permits can be pulled in one simple step instead of having to go to nine
separate places.

In Progress Work with the SF Arts Commission to report The Commission will review which programs are best to adopt in San Francisco.
on best practices for public art programs. •Public Art Program Director on the national Public Art Network Board, whose purpose
is to research and report to the field on best practices.
•Currently researching best practices for implementing and funding conversation and
maintenance of art
•Bi-annual call for artists for the purposes of establishing pre-approved artists pool
•Implemented new database for inventory of Civic Art Collection.

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In Progress Use technology to expand 311. In his 2008 inaugural address, the Mayor announced his intent to expand 311 so it
can be accessed via text message and online.

On June 25, 2008, the Mayor announced the 3 millionth answered call to SF’s one-
stop 311 customer service center and the addition of new online technology to track
and manage service requests to 311. The Customer Relationship Management (CRM)
system currently provides callers with a service request number so that they can
track progress in fulfilling their request in real time. A new online tracking system will
now allow the city departments to see the number and types of requests coming from
residents so they can better respond to specific requests. The San Francisco Municipal
Transportation Agency (SFMTA) is the first department to benefit from this new
technology. A new self-service SFMTA website allows customers to file complaints,
compliments, and report lost and found items online using the CRM tool. Customers
using the service will get automated confirmations of their filing, a tracking number,
and have the ability to check for status updates online.

In Progress Work with the Office of the Controller and In FY06-07, OCA, in conjunction with DTIS and the Controller, began an RFP process
Office of Contract Administration (OCA) to for an e-procurement system. Due to budgetary constraints, the scope of work was
streamline the process for bidding on city reduced to implement an electronic vendor registration and bid management system.
contracts. We anticipate selecting a vendor, negotiating a contract, and having the new contract
in place by the end of FY08-09.

In Progress Achieve better control of overtime costs The Mayor issued Executive Directive 07-11, which directed city departments to
among city departments. evaluate their overtime usage and to take immediate steps to reduce the reliance on
overtime, including the elimination of discretionary overtime.

The Mayor reduced overtime budgets at certain departments in FY08-09. Additionally,


the Mayor worked with Supervisor McGoldrick to propose legislation that caps
individual overtime, which the Mayor's Office believes will spread out overtime hours
and potentially reduce costs.

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Status Policy Update

Policy Area: 08. Arts Count: 10


Done Advocate for the re-funding of the California The Mayor's staff lobbied to support funding for the CA Arts Council (CAC) in the
Arts Council. Governor's 2006-2007 budget. In 2006-07, the CAC budget increased from $1.9m to
$3.9m.

Done/Ongoing Improve City Department support for film The Mayor issued an Executive Directive on September 15, 2004 that required all
production in San Francisco. departments to work with the Film Commission to improve support and information
around film production in San Francisco. In April 2006, the Board of Supervisors
passed and the Mayor signed legislation by Supervisor Alioto-Pier creating a Film
Rebate Program to rebate qualified production costs for qualified film productions.
The Film Commission's 2008-2009 budget is $525,000 for operations.

Done/Ongoing Establish awards for excellence for San The Arts Commission initiated an annual event in October 2007 to honor its grantees
Francisco artists. and artists who have received public art commissions and gallery exhibitions. In
particular, the Commission established an annual Mayor Award in the Arts. 2008 will
be the second year of the award, and the department will honor Alonzo King, a
choreographer who founded Lines Ballet. In its first year, the Commission honored
Ruth Asawa who is an internationally recognized artist and legendary in the Bay
Area. October 1, 2008 is the expected award date. In addition, the department did
a big program in the spring honoring the 40th anniversary of the Neighborhood Arts
Program, to acknowledge the history and imporantance of the work.

Done/Ongoing Offer docent-guided tours and interpretive In fall 2006, Lighthouse for the Blind and Visually Impaired installed an exhibit of
materials for public art. work from Rose Resnick in the lower level of City Hall with accompanying audio tour.
The Arts Commission has interpretive materials on all permanent public art projects.

Done/Ongoing Implement a Sister City Public Art Exchange This program was announced September 2005. Art from SF's sister cities will be
Program. installed throughout the City. 2005 Sister City trips included visits to Cork, Ireland
and Shanghai, China - which initiated planning for the art exchanges. The Arts
Commission installed a new public art project consisting of light projections of the
seals of 15 sister cities in the concourse of the international terminal at SFO. An
artist in residence exchange program as been established with Zurich and Ireland and
will begin in 2008. In addition the department is learning from our sister city, Paris,
and is looking at creating a "nuit blanche," a night of arts all over the City.

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Done/Ongoing Increase temporary and performance-based The Arts Commission launched "Hearts in San Francisco" in 2004. Twenty of the 130
art in the public realm. Hearts commissioned to numerous artists were auctioned off to fund San Francisco
General Hospital Medical Center programs. Additional temporary art includes: the
Street Artists program, two installations in Hayes Green; one by Seyed Alavi and the
other by David Best (in collaboration with Black Rock Foundation); five installations
sponsored as part of the High Five exhibit by the Arts Commission and SF State
University as part of the celebration of the opening of the de Young Museum which
included installations by Lewis deSoto, John Roloff and Wang Po Shu at Civic Center,
and Ann Chamberlain and Mildred Howard at Golden Gate Park. Four projects
completed for the Art on Market Street temporary projects program: Life on Market
Street: An Audio Archive, A Trip Down Market Street 1905/2005; Lotta’s Opera and
Talking Market Street: If Market Street Could Talk. Two additional installations in
collaboration with the Black Rock Foundation were installed at Hayes Green, Civic
Center, and the Embarcadero.

Most recently the Louise Bourgeois "Crounching Spider" sculpture was installed
on the Embarcadero adjacent to the pedestrian promenade at Pier 14 (District 6); the
Wowhaus miniature golf course was temporarily installed in Patricia's Green and the
adjacent vacant lot in the Spring/Summer/Fall of 2007 with as many as 400 persons
in attendance during each of the alternating week-ends when it was open to the
public(District 6); Three temporary Art on Market original poster series were placed in
24 advertising kiosk locations along Market Street (District 6). In addition, the Arts
Commission issued a call for artists to create temporary art in natural settings on PUC
property. As a result of that call, two temporary projects are currently being
developed; new 06/07 Community Partnership Residency grant program to provide
artists with increased opportunities for funding temporary installations in
neighborhood settings. The Arts Commission Gallery is displaying monumental
banners depicting San Franciscans by Lonnie Graham in the South Light Court and
throughout the City in Decaux kiosks. In 2008, the Commission installed The
commission installed an outdoor exhibition of Manolo Valdes in Civic Center Plaza.

Done/Ongoing Support new and expanded businesses in the The City launched Digial Media Initiative and Digital Media Advisory Council (DMAC) in
Arts with financing and technical support. August 2005 to support and grow the digital media industry in San Francisco. The
initiative has helped obtain federal grants for City College that expand job training
opportunities for emerging digital media industry.

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Done/Ongoing Support art in the parks. The Arts Commission installed more public art throughout the city's parks and other
public facilities. These projects include: 5 animal sculptures in the new Koret
Children's Quarter in Golden Gate Park (District 1), a bronze sculpture of a
man/rabbit creature in Pine Lake Park (District 4) a series of decorative steel jet cut
railings at the Sunnyside Recreation Center (District 8). Upcoming completions of
projects at parks and rec facilities include: Upper Noe Valley Rec Center (District 8),
Juniperro Serra Rec Center (District 7) and Minnie and Lovie Ward Rec Center District
11). In addition a new glass and metal artwork was installed in the lobby of the Glen
Park library (District 8) and 85 public art works were installed on 28 transit platforms
throughout the 5 mile length of the Third Street Light Rail Line (Districts 3, 6 & 10).
The department is also working closely with DPW to abate graffiti.

Done/Ongoing Promote increased community involvement The Arts Education Master Plan, launched on September 28, 2006, included
in school arts programs. significant community participation. Each year the Mayor's Office of Neighborhood
Services' Art@MONS program hosts over 20 different galleries and musical
performances with over 3000 people in attendance, including significant participation
by schools. The department also serves as a broker, linking school needs with local
funders. In addition, the department is working with community artists to ensure
that the artists build on the school district's priorities. The department also published
the arts master plan in Spanish and Cantonese so that more students would be able
to access the document.

In Progress Find a permanent home for the virtual Native The Mayor discussed this idea with Native American leaders during a November 2006
American Cultural Center. meeting. In FY 2007-08 $10,000 was invested to support a site study for a
community center. In addition the department instituted a grant program for Native
American artists to incubate artists and prepare the community for its next step with
respect to the cultural center.

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Status Policy Update

Policy Area: 10. Transportation Count: 26


Done Initiate a class pass program. The program is in place at the University of San Francisco, and is available to any San
Francisco college/university. MTA continues to have conversations with numerous
colleges and universities. Historically, there has been a reluctance by schools to add
this cost to their fees. Program has been expanded to include Conservatory of Music,
and SFMTA is currently working with City College of San Francisco to determine
whether a Class Pass program will work for their student body.

Done Create a new pilot program on the 1 This 90-day pilot ran from November 1, 2006 through February 2, 2007 on the 1
California line as part of an effort to improve California, which has an average daily ridership of 29,290. The pilot program
MUNI's effectiveness and efficiency. included: (a) MUNI LINE MANAGERS: MUNI assigned more line managers on the
street to help manage the flow of bus traffic; (b) PEAK TRAFFIC CONTROL: Parking
control officers were placed at problem intersections during peak hours to ensure that
gridlock does not keep commuters from getting to work on time; (c) DOUBLE
PARKING: MTA increased enforcement and is exploring changes to state law that
would improve enforcement against double parking in the bus lanes. This is currently
awaiting the Governor's signature. During the pilot, on-time performance increased
from 80 to 88 percent, exceeding the Prop E goal of 85%. The average number of
daily double parking citations increased from 3 to 27, helping buses move more
quickly. The project was considered a success and MTA staff is conducting additional
pilots on the J-Church and 29-Sunset lines. The lessons learned from the pilot have
been incorporated into the recommendations of the Transit Effectiveness Project.

Done Complete 3rd St. Light Rail extension. Construction complete; full service began April 2007. The line is projected to carry
71,000 riders per day by 2015 and has 5.4 miles of track and 18 stations. The $648
million project is projected to reduce travel time between Sunnydale & 4th/King from
40 minutes to 31 minutes, almost a 25% decrease; designed speed on this distance
is 10.34 miles per hour, the fastest LRV line on the surface. Although technical and
operational challenges caused delays in the weeks after the line's launch, on-time
performance has improved to 72.45 percent (Feb. 2008) and current ridership has
reached 15,402 passengers per week day.

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Status Policy Update
Done/Ongoing Expand the residential traffic-calming The traffic-calming program began receiving dedicated funding from the half-cent
program. sales tax in July 2004, and will receive $68 million over the next 30 years. MTA has
installed over 20 speed humps and a number of traffic circles and median islands.
The Bernal Heights traffic planning program completed in 2006, and 9 more
neighborhood traffic-calming plans were approved by the MTA board in January 2007.
Six new neighborhood plans are underway. New individual traffic calming islands
have been installed at intersections including Geary/Jordan, Baker/Chestnut, Middle
Point/West Point, numerous speed humps in Bernal Heights Neighborhood.

SFMTA staff is implementing the first phases of the nine approved neighborhood
traffic calming plans approved by the SFMTA Board in January 2007. Two large area-
wide study areas (Potrero Hill and the Mid-Richmond) are in the community planning
process, with four other smaller projects also under way. Program installed 21 traffic
calming measures last calendar year including speed humps, median islands and
bulbouts.

Done/Ongoing Create the greenest public transportation The Mayor announced at his 2006 State of the City address that San Francisco will
fleet in the country. have the greenest public transportation fleet in the entire country by October 2007.
On June 1, 2007 the MTA received first of 86 diesel-electric hybrid low-floor buses
(56 40-foot buses & 30 30-foot buses). This is California’s first diesel-electric hybrid
bus in transit service. Including hybrid buses, cable cars, trolley buses, and
streetcars, Muni’s fleet will be over 50% electric. The MTA fitted 424 diesel buses
diesel exhaust purifiers in fall 2006, investing $18,000 per diesel exhaust purifier
(compared to $140,000 or more for a new bus – a relative savings of $50 million).
Each diesel exhaust purifier reduces particulate matter emissions by 60 pounds per
year and reduces NOx emissions by 517 pounds per year.

SFMTA currently operates the cleanest transit agency in California based on per-
passenger emissions; operates the largest municipal biodiesel bus fleet in the US
(520 buses); operates the third largest hybrid bus fleet in the US (86 buses); and
operates the largest zero emissions bus fleet in the US (330 buses). The Mayor,
SFMTA, and SF Environment have partnered on Muni's Clean Air Plan - Zero
Emissions 2020. SFMTA is on course to meet that goal, including the interim steps of
hybrid buses, biodiesel, and exhaust purifiers.

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Status Policy Update
Done/Ongoing Promote environmental health by including In December 2005, the Mayor announced a major public-private incentives package
taxis in SF's plan for a sustainable to increase the number of Compressed Natural Gas (CNG) and hybrid taxis operating
transportation infrastructure. in SF's taxi fleet with a goal of having up to 50% of the fleet be alternative fueled
taxis by 2007. In his October 2006 State of the City address, the Mayor called for
100% of the City's taxis to use alternative fuels by 2011. The Board of Supervisors
passed the enabling legislation in March 2008 and the Mayor signed it in April 2008.
SF Environment and the TXC have applied for, received, and allocated grants for
companies through BAAQMD. The TXC Executive Director created the Clean Air Taxci
Program to track the vehicles as they come in and out of the fleet. The only
remaining piece to fully implement the Clean Air Taxi Program is to amend the
penalties to provide consequences for non-complying companies

Done/Ongoing Advocate to bring high-speed rail from LA to In May 2006, the Mayor called for a High Speed Rail bond to be included on the
SF. November 2008 ballot. In July 2006, the Governor signed legislation (AB 713 -
Torrico) to place this bond on the November 2008 ballot. The Mayor continues to
lobby for federal funding to complete the Transbay Terminal, the northern terminus
of high-speed rail - including most recently at the regional EIR hearings on high-
speed rail during the summer of 2007.

Done/Ongoing Conduct a Transit Effectiveness Project (TEP) The MTA and Controller kicked off the TEP in May 2006. Recommendations were
to fundamentally reform and improve MUNI. realeased in Februrary, 2008. “Early action” items have already been identified and
implemented throughout the project. Pilot programs focusing on individual bus lines,
including the 1-California, J-Church and 29-Sunset have identified staffing and other
changes that can improve performance. The Mayor's budgets have invested $2.4
million over 2 years for the study. TEP released recommendations and proposed
service changes Feb. 26 and will continue review with the community in March and
April. Final reports, recommendations and implementation strategy are anticipated in
Summer 2008.

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Done/Ongoing Improve ease of purchase for MUNI Fast SFMTA began selling Fast Passes on-line in April 2007, selling 6,355 on-line in the
Passes. first half of FY 07-08, and Fast Pass sales at the Customer Service Center at 1 South
Van Ness commenced in August 2007, distributing 3,659 passes in the first five
months of sales. Overall, FY07-08 Fast Pass sales have increased more than 4.5
percent compared to FY06-07.

The MTA is exploring ways to induce additional merchants to carry fast passes. The
Mayor has directed the MTA to explore the feasibility of placing Fast Pass distribution
machines at Metro stations and MUNI kiosks throughout the city so that riders can
more easily purchase a Fast Pass. Exploring multi-month and annual purchases.
SFMTA continues to explore ways to work with merchants to carry fast passes and
increase sales.

In August 2007, a new sales kiosk opened in the Embarcadero station, increasing
same-location sales by 329 percent to 1,500 per month, and proposed budgets
contain funds to expand and improve sales kiosks at Powell and Market and Hyde and
Beach. New kiosks will accommodate more staff to meet peak period demand, and
will be equipped with telephone and LAN lines to process credit card transactions.
Once training of new staff is complete, sales hours will increase at the Hyde and
Beach Cable Car turnaround, Bay and Taylor Cable Car turnaround, and Montgomery
Station.

Done/Ongoing Make pre-paid meter parking cards available These pre-paid meter parking cards, designed to ease the payment process at
for use. parking meters, became available for purchase online in April 2007 and are currently
available for purchase at 44 retail locations across City including SFO. They can be
used in approximately 23,000 single-space and 250 multi-space electronic meters. In
the 4th quarter of Fiscal Year 2006-07 (the first full quarter of online sales), 7,104
cards valued at $227,850 were purchased online. Fiscal Year 2007-2008 to date,
17,853 cards valued at $609,160 purchased online, window sales of 7,841 cards
valued at $254,890. Total sales of 25,694 cards valued at $864,050.

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Done/Ongoing Improve transportation experience for MTA has been adding a variety of street signs. One of our most-visited streets,
visitors, such as with improved signage. Market Street, now has more pedestrian-scaled street name signs to identify the side
streets at its unusual intersections. Japantown now has bi-lingual signs to help
Japanese visitors and to enhance the area's cultural identity. To further help
Japantown merchants and customers, we added directional signs at key locations.
MTA is working with other commercial areas, such as the Haight-Ashbury, for similar
signage improvements. The MTA is redesigning trackside wall signs installed in
conjuction with the T-Third opening. New signage includes unique signs on each
subway platform, line names, directions, upcoming subway stops, terminals, AT&T
Park, BART/Caltrain transfer points, and other destinations of note. New large format
MUNI system maps (4' x 4') will be installed on mezannine and platform levels of all
stations, and braille maps are in production. As part of the NextMuni project, 400
digital signs showing real-time arrival information are being installed across the city.
SFMTA has established an interdisciplinary Scan Team to tour all Muni fleet vehicles
and customer facilities (stations and street-level stops), to inventory and photograph
the current system. A new line of signs/decals will be developed and installed, most
likely replacing everything that is currently in place except for the newest signage.
Tours have been completed of buses at Woods
and will next scan the LRVs and then customer facilities. In April 2008, the Mayor and
SFMTA announced that MUNI customers can plan their public transportation trips
using the Google Transit trip planning website. This will help make public
transportation a more viable alternative to driving in San Francisco

Done/Ongoing Post a Taxi Rider's Bill of Rights in every cab. Information pertaining to 311 now appears in every cab in the City on a specially
designed sticker with 311's information. The Taxi Commission has held hearings on a
Passenger Bill of Rights, and will consider adoption in October, 2008.

Done/Ongoing Improve MUNI efficiency through reducing In January 2008, the Mayor and MTA announced the launch of the Transit Lane
barriers to transit movement. Enforcement Pilot Project. The project will place forward-facing cameras on Muni
vehicles to detect violations of parking restrictions in transit-only lanes and issue
parking citations based on video evidence. The SFMTA will only issue warnings during
the first 30 days of the pilot. In the first 3 months of the pilot, camera-eqipped
vehicles will only travel on Mission between Main and 11th and on Geary between
Market and Gough. If successful, the SFMTA will inform the state legislature and
continue the pilot by installing camera on other Muni buses operating in transit-only
lanes.

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Done/Ongoing Improve transportation options for seniors. The Human Services Agency restructured the Senior Escort Program by fostering a
new public-private partnership to provide group shopping trips (by 3 nonprofit and 2
for-profit transportation providers) and volunteer medical escort services (by Little
Brothers: Friends of the Elderly) to seniors. In April 2005, the City announced it will
receive a total of $120,000 donations over four years from a local philanthropist and
a corporate foundation. In 2007, the Taxi Commission added 25 new ramped taxi
medallions. FY08 budget includes additional $300,000 for taxi vouchers for Seniors
which will provide an additional 41,000 rides. However, due to budget cuts the
program is being reduced to $190,000 both in the current year and in FY 08-09. The
net increase in funding in FY 08 is $110,000.

Done/Ongoing Expedite implementation of Nextbus Nextbus passenger information technology allows transit riders to see real-time
passenger information technology. arrival and departure information. The Mayor announced in his 2006 State of the City
address that he had directed the MTA to make installation of NextBus technology and
new bus shelters a priority. Since then, the City has invested $14.1 million in federal,
regional, and local funds in the project, and installation is almost entirely complete.
Implementation of NextBus equipment has been completed on 1,168 vehicles
covering 81 of total 86 lines. 472 information display signs have been installed and
data link to 511 provides users with arrival information. The new transit shelter
contract scheduled to go into effect in January 2008 will have all new shelters
equipped with this technology. With NextBus technology, commuters can check on a
bus from their computer at home, or even from their mobile phone. Visual
information screens are being installed and testedin the Muni Metro stations, which
allow passengers to see which trains are coming and how far away they are.

Done/Ongoing Complete the merger of MUNI and DPT. A new organizational structure consolidating similar functions across both DPT and
MUNI has been implemented, and new appointments to key leadership positions are
complete. The FY 2007-08 budget includes a structural change to the MTA's financial
and accounting systems that solidifies the integration of the two agencies. This effort
is further reflected in centralizing SFMTA/DPT operations at 1 South Van Ness, Prop.
A provisions and formulation of two-year budgets starting with FY08-09/09-10.

Done/Ongoing Reduce traffic conflicts with transit and DPT implemented Double Parking/Double-Fine zones per Board of Supervisors
“goods movement” in neighborhood ordinance, December 2001. These zones stipulate a $100 fine for double parking
commercial districts. during rush hours on key Muni routes ($50 other times). Approximately 425 citations
are issued each year in this category on average. A new 6-wheel truck loading zone
program has also been implemented downtown to reduce double-parking by large
trucks. With the support of Assemblywoman Ma, AB101 was passed and will help
reduce transit lane violations through issuance of citations to individuals obstructing
the movement of buses. These violations are issued based on video evidence from
cameras mounted on the front of the bus.

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In Progress Install taxi stands at every major public The Mayor has directed the MTA, in coordination with the Taxi Commission, AC
transit hub in the City. Transit, BART and other transit partners to install taxi stands at every major public
transit hub in the city. This comprehensive system of taxi stands will go beyond the
well-defined central city area to better serve everyone. Recent taxi stand additions
include: Civic Center BART at Grove Street; Macy's at Geary Street; and AT&T Park,
at 2nd Street. As of February 2008 the Taxi Commission is about to allocate budgeted
funds to develop new taxi zones and anticipates completing the new zones when we
merge with SFMTA. The Taxi Commission will be issuing a report about taxi stands
based on a consumer survey in late September or early October and anticipates
adding additional taxi stands after the report issues.

In Progress Require all new taxis to be GPS and credit The Mayor has asked the Taxi Commission to require that all new taxis be GPS
card enabled. enabled. GPS is the essential first step in creating a centralized dispatch system for
taxis. The Mayor has also requested that the Commission require all new taxis to be
credit card enabled to ease the fear many drivers have of carrying large sums of cash
and to make it more convenient for passengers. In January 2006, the Mayor’s Office
retained the Goldman School of Public Policy at UC Berkeley to study centralized
dispatch, GPS and swipe capabilities, and implementation. The first stage of the
project is implementing the program for paratransit vehicles and SFMTA is about to
roll out that portion of the program. SFMTA has approved a software vendor for the
paratransit debit card program and has issued an RFP for the hardware component of
the program.

In Progress Design a congestion pricing plan. In the Mayor's 2008 inaugural address, he called for the design of a congestion
pricing plan to identify variable pricing strategies to better manage traffic, to help
draw residents out of their cars and to protect our environment. A central goal is to
create a plan that is affordable for working, middle class families who need to drive
because of work or school schedules.

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In Progress Make 10% of all trips within the City bike This is part of the City's overall plan to encourage alternatives to driving and promote
trips within the next 3 and a half years. a more bike-friendly San Francisco. SFMTA has finalized a new transit shelter
contract that includes an option to develop a bicycle sharing program. The contract
includes a pilot for 150 bikes and 15 tentatively ready for subscribers for Bike to
Work Day in Spring 2008, but implementation is dependent upon the lifting of the
injunction. The Mayor has directed the Department of Public Works to explore
opportunities to better include bicycle routes in the prioritization of street repaving
projects.

On-going efforts partnering with the MTA and external groups are working to
increase the number of bike trips. Traffic count data from the MTA recently that
suggests a 12% increase in resident biking in 2007. The Mayor’s Office recognizes
that better measurement is required to track this goal. The MTA is installing
electronic counters in pilot projects around the city to better measure bike progress.
Measuring the amount of bike trips will be a subject of its upcoming Bike Report
Card. The TA reported that its transportation modeling has evolved to better
measure mode shift to bike trips.

In Progress Explore the possibility of implementing This is part of an overall goal to improve the effectiveness and efficiency of MUNI
backdoor boarding on MUNI buses. service under the Transit Effectiveness Plan (TEP) and an early action item to be
piloted on articulated coaches. An all-door boarding pilot program is anticipated for
the Stockton corridor Spring 2008.

In Progress Put larger vehicles on MUNI express routes. MTA will work to put larger vehicles on express routes as part of an overall plan to
improve the effectiveness and efficiency of MUNI service, the Transit Effectiveness
Plan (TEP). On February 26, Mayor Newsom and MTA presented an omnibus proposal
for increased service to heavily used Muni lines as part of the TEP process. Placing
large vehicles on high volume Muni routes, including express routes are included in
this proposal. These changes will be implemented with other changes in the TEP. A
pilot demonstration featuring double-decker buses concluded Jan. 8. Lessons learned
from the pilot have been incorporated into the recommendations of the TEP.

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In Progress Increase hours of express service for MUNI The Mayor's Office will work with MUNI to explore changes, such as expanded hours
lines. for express service, as part of an overall plan to improve the effectiveness and
efficiency of MUNI service, known as the Transit Effectiveness Plan (TEP). On
February 26, Mayor Newsom and MTA presented an omnibus proposal for increased
service to heavily used Muni lines as part of the TEP process.

TEP released recommendations and proposed service changes Feb. 26 and will
continue review with the community in March and April. Among the improvements
recommended are increased hours of express service on select lines, an additional
stop for the Richmond express at Van Ness to improve access to Civic Center, and a
host of other improvements on the 15 busiest corridors.

In Progress Explore feasibility of a Citywide Bus Rapid The planning process for both the Geary and Van Ness Bus Rapid Transit projects are
Transit network. underway, both being led by the San Francisco County Transportation Authority.
Several community workshops have been held to gather public input on design
alternatives. In addition, extensive technical studies and modeling are being
conducted to support the Environmental Review process. The target date for
beginning bus rapid transit serve on Geary is 2010-2011. Available project funding is
expected to range between $150-$200 million, with about $50 million coming from
local sales tax resources. The Transit Effectiveness Project, which was realeased in
February 2008, focuses on plans to reduce delays and increase speed on the core
transit lines that carry the most passengers.

In Progress Create a citywide bike network. This pledge is part of the City's long-term plan to unite the current patchwork of bike
lanes into a unified, comprehensive system. The mayor's office is working closely with
the MTA and Transportation Authority to proceeding as aggressively as possible in
face of court injunction. An RFP for the Bicycle Plan EIR was issued January 5, 2007;
the EIR is scheduled for completion October 2008. While enjoined, MTA staff are
working on major bicycle safety campaign. Completion of the EIR will allow bicycle
improvements to proceed in neighborhoods and corridors across the city, including:
South of Market, the southeast part of the city, the Twin Peaks area, the 17th Street
corridor, and Masonic among others. See item 668. Improvements to the citywide
bicycle route network are part of the bicycle plan, and will not resume until the
Bicycle Plan EIR is completed and the injunction is lifted.

The Mayor has convened through his staff the Mayor’s Bike Improvements Working
Group, which meets monthly with several departements and external stakeholders to
advance expansion of the City’s bike network. The primary focus of this group’s work
in 2008 is working to complete the required EIR on the City’s Bike Plan as much as
possible.

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