PEOPLE’S BUDGET 2005

TABLE OF CONTENTS

INTRODUCTION 2

SET OF PRINCIPLES 4

REVENUE OPTIONS 5 SHORT TERM OPTIONS –$260 MILLION

LONG TERM OPTIONS -$484 MILLION

TOTAL REVENUE OPTIONS –$744 MILLION

SAVINGS WE SUPPORT -$113,673,963 9

LOCAL CUTS WE OPPOSE

DEPT. OF PUBLIC HEALTH -$13,194,522 11

HUMAN SERVICES AGENCY -$4,686,596 16

DEPT. OF AGING AND ADULT SERVICES –$381,076 18

Minimum number of people who lose services in San Francisco:

106,931 people.

PEOPLE’S BUDGET 2005

INTRODUCTION

2005 marks the ninth consecutive year that the People’s Budget has presented an alternative, progressive approach for funding San Francisco’s human services and public health services. Each year the People’s Budget identifies proposed cuts to critical services for San Francisco’s low-income communities, quantifies the effects of those cuts on the everyday lives of the people who depend on those services, and identifies sources of revenue that are available to avoid the service cuts.

This year is the fourth consecutive year that San Francisco’s budget has proposed severe reductions and outright elimination of programs that provide low-income San Franciscans with the basic necessities of life, such as health care, nutrition, transportation, and home care. In 2004, San Francisco dramatically reduced funding spent on services for its low-income residents. These cuts made it more difficult and even impossible for poor San Franciscans to obtain the basics of life.

· San Francisco has more than $40 million in additional revenue!

Especially this year, dangerous - and potentially fatal - cuts are not necessary. Without looking any farther than revenue which is already available, San Francisco has an additional $40 million that can and should be used to avoid draconian cuts to human and public health services. This extra money is from San Francisco’s Transfer Tax - the tax that a buyer pays when s/he buys a building. Because the value of San Francisco’s buildings have risen dramatically and there have been more sales than previously forecast, San Francisco now has an extra $40 million that it can spend however it wants.

In addition to the Transfer Tax revenue, San Francisco has numerous options for savings that will not compromise the health, welfare, or safety of its residents. For example, the People’s Budget identifies over $10 million in Fire Department program savings that could be implemented this year without closing any stations or laying off any fire suppression staff.

· What can $40 million save?

After the last three years, San Francisco cannot withstand any more cuts in its human services and public health services. The program and service cuts from the last three years have left thousands without critical services. Those programs which have survived have been repeatedly vetted and determined to be the most necessary.

Nevertheless, unless action is taken, the Mayor’s 2005 budget will reduce or terminate many of these remaining services. These reductions will disproportionately harm San Francisco’s disabled, homeless, immigrant, and poor communities. For example, unless it is stopped, the Mayor’s budget will begin charging San Franciscans with incomes as low as 50% of the federal poverty line for their prescription medicines. It will also eliminate the Single Standard of Access and Care for mental health services, leaving thousands of the poorest San Francisco without treatment. Also lost will be a scholarship program to assist CalWORKs recipients with their education and training.

Some of the cuts will even result in the loss of revenue. These cuts are not fiscally sound. For example, the Mayor’s budget seeks to eliminate San Francisco General Hospital’s dialysis unit. If that occurs, San Francisco will lose $2.3 million in Medi-Cal payments that unit directly generates. San Francisco will also have to start paying up to $1000 per session for prisoner dialysis services that is currently handled by the dialysis unit. Having the unit has saved over $100,000 in these costs so far this year.

For only a portion of the $40 million, these and other devastating cuts that are described in the People’s Budget can be avoided. If they are not stopped, they will result in thousands of San Francisco’s poorest and neediest residents losing the services that they depend upon for their mental and physical well-being. There are sources of revenue and opportunities for savings that can be used to pay for these services, including the more than $40 million transfer tax revenue. The cuts in public health and social service programs should be rejected.

· Policy decisions should be made separate from the budget process.

San Francisco’s proposed 2005 budget seeks to make changes in the delivery of services that involve important policy questions. For example, it tries to redefine which poor will have to pay for prescription medicines based revenue considerations rather than the ability of this group to afford the new cost. Decisions such as this should be deliberate and occur only after community input and a determination that such a change will not compromise access to services. That has not happened here.

Budget considerations do not justify such a truncated process. As discussed above, San Francisco now has more than $40 million dollars in transfer tax revenue that can be used this year. Only a portion of this money would be needed to fund the human and public health services that have been slated for reduction or termination. Other options that could be used to raise additional revenue in succeeding years include raising the PG&E franchise tax fee to 5% ($27.5 million), increase payroll tax from 1.5% to 1.6 % ($18.8 million), enact a progressive gross receipts tax ($30 million), and adopt Budget Analyst savings recommendations ($13-$14 million).

San Francisco can and should take a different path than that set out by its current 2005 budget. The People’s Budget 2005 provides a fairer, progressive road map that is an alternative to solving budgetary shortfalls on the backs of poor people.

PEOPLE’S BUDGET 2005

SET OF PRINCIPLES

We are facing a crisis in San Francisco that threatens the health and well-being of the City’s most vulnerable populations. Given this environment, we have laid out basic principles to assist policy makers in prioritizing how funds are spent. Decision-making around the budget in San Francisco should be based on the following criteria.

· The budget process should be transparent, timely and should include community at all levels of decision-making.

· When funding is limited, the most vulnerable populations should be prioritized.

· Alternatives to provide services and/or alternative funding sources should be established.

· Funding used to displace human beings from public space should be cut, as should funding used to violate human and civil rights.

· Wasteful spending, sweetheart deals and appointments should be identified and cut.

· Fund proactively services that directly benefit individuals to prevent higher costs down the line. For example: (1) community mental health care avoids psychiatric emergency costs, (2) spending money to sweep homeless people takes money away from housing which would avoid the need for sweeps in the first place, (3) supporting families living in poverty prevents expensive foster care costs.

· Revenue should be sought from those who can afford to pay.

· Maximize funding for programs that draw down outside funds. (ie. Federal matching money)

· Essential services should be defined as housing, food, income supports, homeless prevention, health care, education and other basic life necessities.

· Conduct and follow up on audits on a regular basis.

· Prioritize permanent solutions to poverty and homelessness for families.

· Budget decision should move the city towards social equality.

· Cap management salaries for all non-profits and city employees at $90,000 per year.

· Management bonuses for salary savings should be eliminated. Individual gains should not be made at the expense of poor people.

· If all else fails, all possible revenue and savings have been garnered, and poor people’s programs must still be cut, then:

A. Consider a more equitable sharing of the pain. For example: (1) families vs. single adults, (2) non-profit contractors vs. civil service, (3) only cut those who can bear the pain.

B. Save as much of any one program as possible.

PEOPLE’S BUDGET

2005 –2006 Revenue Options

These are measured the City can take to raise revenue so that all sections of our community contribute towards city services.

Short Term Options

Source of Revenue

Estimated Revenue

(per year)

Comments

$40-45 million in unexpected Transfer Tax revenue

$40-45 million

On April 29^th, the Mayor’s Office announced that there would be $30 million more in Transfer Tax revenue than originally projected

$100 million from tobacco litigation

$100 million

Requiring businesses to provide health insurance for currently uninsured workers

up to $20 million

Savings would accrue for health costs now being paid from General Fund

San Francisco Fire Department

$31.8 million

See, Savings We Support section for more information

Shut Down/Reduce Redevelopment Agency

$50 million

Adopt Budget Analyst Recommendations

$13-$14 million

Implement agency cost savings/efficiencies identified by Budget Analyst audits

Total Short Term Revenue Options

$260 million

Long Term Options

Property Assessment Options

Source of Revenue

Estimated Revenue (per year)

Comments

Property Tax-Parcel Tax/ $250 per parcel per year (no distinction b/ residential & non-residential

$46.1 million

Source: 2004 Supervisor’s Revenue Task Force

Property Tax-Parcel Tax/ $250 per residential parcel & $1000 per non-residential parcel/year

$68.2 million

Source: 2004 Supervisor’s Revenue Task Force

Property Tax-Parcel Tax, annual rate per improvement site

Unknown – revenue varies by rate

Source: 2004 Supervisor’s Revenue Task Force

Total Property Assessment Options

$114.3 Million

Property Transfer Options

Property Transfer Tax (conform SF rate to that of Oakland & Berkeley @1.61%

$69.7 million

Source: 2004 Supervisor’s Revenue Task Force

Increase Property Transfer Tax for properties over $2M from 0.75% to 1.5%

$14.1 million

Source: 2004 Supervisor’s Revenue Task Force

Property Transfer Tax

$24.7 million

Source: 2004 Supervisor’s Revenue Task Force

Total Property Transfer Options

$108.5 million

Business Tax Options

Inc. payroll tax from 1.5% to 1.6%

$18.8 million

Source: 2004 Supervisor’s Revenue Task Force

Payroll Tax: clarify “payroll expense” to include partnership compensation

$13.5 million

Source: 2004 Supervisor’s Revenue Task Force

Reinstate gross receipts for select industries that benefited from repeal

$3.6 million

Source: 2004 Supervisor’s Revenue Task Force

Enact Progressive Gross Receipts Tax

$30 million

Source: Bay Guardian

Commercial Occupancy Tax

$39.4 million

Source: 2004 Supervisor’s Revenue Task Force

Total Business tax Options

$105.3 million

Other

Raise PG&E Franchise Tax Fee To 5%

$27.5 million

Source: Bay Guardian (current .5% level was set in 1939)

Local Vehicle License Fee

$64 million

Source: 2004 Supervisor’s Revenue Task Force

Occupational License Fee on incomes over $150,000 / year

$26 million

Source: Bay Guardian

More Aggressive Medi-Cal & SSI Enrollment

$4.9 million

Thousands of San Franciscans are eligible for these programs but cannot prove they qualify w/o legal assistance due to difficult application & documentation requirements.

For every 500 people enrolled SF would save $2.04 million in GA & $2.5 million in unreimbursed medical costs

Sunday Parking Meter Enforcement

$2 million

Source: Budget Work Group

Increase City Planning Fee

$1 million

Source: Budget Work Group

PILOT (Payment In Lieu Of Taxes) Program for Collection of Commercial Parking Taxes

Unknown

SF officials complain that they cannot adequately monitor the number of cars that enter & exit SF parking lots each year. They also contend that the equipment needed to monitor parking lots is too expensive. SF should adopt a PILOT program whereby parking lots are taxed based upon the number of spaces each has.

Improve City’s Medi-Cal & Medicare Billing System

$10 million

SF physicians & other health care providers report that the City does not bill for all available insurance revenue – such as Medi-Cal & Medicare. In addition, there is no system in place to appeal denials of these reimbursements when they are submitted. Up to ½ of all such denials are revered upon appeal.

Parking Tax Dedicated to Seniors

$20 million

Total Other

$155.4 million (at least)

Total Long Term Options Total Short Term Options

$484 million

$260 million

Total Revenue Options

$744 million

PEOPLE’S BUDGET 2005

Savings We Support

These are strategies the City can implement to save money that would not result in a reduction of vital services to San Francisco’s residents.

Source of Savings

Cost

Savings

Comments

Civilianize Fire Dept. Admin Units

None

2.5 Million

Current use of uniformed firefighters for admin duties results in higher costs for salaries, overtime & benefits

Consolidate Fire Equipment at Treasure Island

None

$2 Million

Treasure Island fire staffing currently exceeds needs. Alternate staffing formats would not jeopardize TI, would allow some staff to be reassigned elsewhere & reduce costs.

Reduce Fire Investigation Unit

None

$1 Million

SFFD now uses 2 investigators per fire. Reduce to i investigator per fire.

Reduce Chief’s Aides/Drivers

None

$500,000

Reduce the 20-25 current Chief’s Aides/Drivers to the 5 required by union contract

One captain per firehouse

None

$300,000

Some firehouses continue to have more than one captain at a time. Assign a single captain to each firehouse

One command officer per fireboat

None

$500,000

Currently, fireboats have 2 officers. Reduce to 1 per fireboat.

Consolidate existing firehouses/equipment

None

$13 million

Source: 2004 Controller’s Report; consolidations would not harm response times.

Eliminate Street Fire “Call Boxes”

None

$6 Million

Deactivation of call boxes will reduce fire suppression workload by 42% by eliminating many false alarms. Other more reliable methods exist for fire notification

Increase SFFD Workweek To State Standards

None

$16 Million

SF’s cost for firefighters is almost 15% higher than other jurisdictions surveyed by the Controller. SF firefighter earn an avg. of 8.6% more & work 7.3 less hours than other firefighters. Re-open the MOU & bring SF standards in conformity with other jurisdictions.

Sheriff’s Department

Add District Atty staff

$3.3 Million

1999 Controller audit; reduced jail construction/overcrowding if increase # of attys reviewing new arrests on weekends & begin service on weeknights

Sheriff’s Department

None

$5.5 Million one-time savings & $2.04 Million annually

1999 Controller audit; reduced training & compensation costs if staff jails with civil correction officers vs. uniformed officers

Cut one of Assistant Directors at Juvenile Hall

None

$73,000

Cut environmental control officers

None

$600,000

Eliminate 10 non-civil service Special Assistant positions in Mayor’s Office

None

$828,000

Implementation of City Resolution to Protect Sex Workers from Violence & to divert the Money Currently Spent on Criminalization into Resources & Services

None

$7.6 Million

Overtime Pay Cap

None

$49.5 Million

Reducing SF’s overtime costs by 50% (Controller estimates $99 million was paid during 2003-04) would save $49.5 million & should allow SF to meet legitimate needs.

Eliminate Dept. of Human Services. fingerprinting/imaging

None

at least $572,963

This savings includes the cost of equipment & one of the intake centers located at Glide Memorial Church. It does not include the cost of staffing the equipment at any of the city shelters or drop-in centers or DHS support staff.

Require all city depts/agencies to implement copying controls through use of copy cards/counters

None

$800,000+

The City spends approx. $5,101,116 on supplies, approx. $800,000 on copy machines and $812,720 on bond paper. Personal use, abuse & waste are a tremendous.

Phone line & rate reductions

None

$700,000

Source: Mayor’s Office (2004)

Juvenile Probation Dept’s Log Cabin Ranch School

Some cost for bond

$2.4 Million

SF should issue a bond for $1 million - $2 million to upgrade this facility & make it eligible for federal funds. Federal monies would allow SF to reduce its costs while increasing the funding available per capita.

Cap on all city salaries at $90,000/year

None

$120 Million

Cap includes base pay only

TOTAL SAVINGS

$233,673,963

PEOPLE’S BUDGET 2005

LOCAL CUTS WE OPPOSE

These are cuts the City of San Francisco is proposing that we oppose because they target poor, working, and vulnerable city residents who need these services and have no other way of obtaining them.

DEPARTMENT OF PUBLIC HEALTH CUTS

Program

no longer served

Amount of Cut

Comments

Elimination of the Single Standard of Access and Care Policy

1,710

clients

$2,094,406

Reduction in services effective January 15, 2005 to adult medically indigent clients who are suffering from a mental disorder but who are not seriously mentally ill. Clients who may not be seen would include those suffering from anxiety disorder, relational problems, and mild depression.

Workers Comp. Clinic Closure

8,750 employees

$936,360

This clinic provides medical care and case management services to employees who are receiving services

Work Re-entry and Employment Program – Positive Resources Program

400 clients

$110,351

Eliminates employment services for HIV/AIDS clients returning to work or seeking employment.

Reduction of funding for the Sheriff’s Dept. Post Release Education Program (PREP)

96 clients

$50,000

This program provides outpatient substance abuse treatment, domestic violence counseling, a Drop-in Clinic that provides referrals to social services. Cut eliminates one full time substance abuse counselor some part time staff and beds at Walden house.

Reduction of funding for the Sheriff’s Dept. Roads to Recovery Program

174 clients

$83,333

Reduces substance abuse services provided to incarcerated criminal justice clients. Services include educational, life skills, employment health education, and literacy training. This cut eliminates one full time substance abuse counselor and some part time staff.

Larkin Street Youth Center

80 clients

$54,157

Cuts funding for Case Management, Treatment Advocacy, Peer Advocacy for

HIV+ youth ages 16-25 from diverse population of ethnicities and sexual orientations.

Asian Pacific Islander Wellness Center

40 clients

$160,920

Cuts funding for Case Management, Treatment Advocacy and Peer Advocacy for HIV+ Pacific Islander with substance abuse and mental health problems.

Mission Neighborhood Health Center

100 clients

$113,742

Cuts funding for Case management, Treatment Advocacy and Peer Advocacy, Nutritional Counseling to uninsured Latinos in the Mission District who are below the poverty level.

Shanti Project

564 clients

$274,125

Cuts funding for Circle of Care Collaboration-this includes case management, peer advocacy, bus tokens, taxi scrip, grocery vouchers for HIV+ persons, household vouchers for uninsured HIV+ clients with severe needs. This includes clients in the Black Coalition on AIDS (BCA) and Instituto Familiar de la Raza.

Shanti Project

700 clients

$150,496

Emotional and practical support services for HIV+ people.

Institute for Community Health Outreach (ICHO)

75 clients

$83,000

Eliminates case management and Peer Advocacy services for HIV+ Native Americans

Catholic Charities

56 clients

$274,125

Cuts funding for Rita de Cascia- a program that provides Case Management, peer Advocacy, Psychotherapy for homeless or marginally housed mothers with dependent children and pregnant women living with HIV/AIDS.

Instituto Familiar de la Raza

105 clients

$150,496

Cuts case management services for uninsured, indigent HIV+ Latinos in San Francisco.

SF AIDS Foundation

97 clients

$200,000

Reduction of Funding for health education, risk education and multiple group sessions.

UCSF Stone Wall Project

48 clients

$100,000

Reduces funding for harm reduction health and risk education, one to one and group counseling, case management services. Clinic operates on drop in as well as appointment basis

SRO Collaboration Reduction

3,000 clients

$658,333

Elimination of DPH funding for eviction prevention services, peer outreach, and community stabilization services to formally homeless individuals and families living in SROS. This includes services to mono-lingual antone and antonese speaking immigrants, families with children, and individuals with mental health and substance abuse issues who live in SROs in 5 neighborhoods. Organizations affected are Chinatown Community Development Center, Mission Housing Development Corporation, Chinese Progressive Association, 6^th Street Agenda, St. Peters Housing Committee and Tenderloin Housing Clinic. It has been stated that this funding will be filled in by the Department of Building Inspection

Reduce Peer Advocacy, Treatment Advocacy Services, Case Mgmt. Services Practical Support for HIV/AIDS clients

1,720 clients

$996,272

Decreases case mgmt, treatment advocacy, nutritional counseling and practical support for persons with HIV

Institute copay for all persons without GA

86,000

$1,521,500

Expands the co-payment requirements at AFGH outpatient pharmacy and contracted network pharmacies. This would force low income people who have incomes above General Assistance but below the Federal Poverty Line to pay $5 and $10 copay for their medications

Close SFGH Dialysis Unit

82 patients served in the Unit. 30 in home patients and 10 to 15 inmates at SF jail.

$338,943

Eliminates outpatient treatment to medically fragile renal dialysis patients.

This will eliminate approximately 200 dialysis treatment services annually to inmates at the San Francisco jail. The City would be required to pay for jail inmate treatments by using private providers at a cost of $1000 per treatment (total cost $200,000).

Additionally the Dialysis Unit receives $2.3 million from Medi-Cal and other revenue sources. The total operating expense of the clinic is $2,661,299-$2,322,356 (in revenue) = $338,943 -$200,000 (in contract out for jail inmates) =$138,943.

Given these aspects it will only cost the General Fund $138,943 to continue operating this clinic

Rebid Adult outpatient Substance Abuse services

Approx. 3,000 clients

$3,200,000

Requires substance abuse service contractors to reapply for funding through the RFP process. Only the most cost effective programs will be funded. This cut also eliminates acupuncture services at Bayview Hunters Point Foundation and New Leaf.

This cut reduces the total outpatient substance abuse budget by 1/3.

Reduction to HIV Prevention Services

$400,000

Reduces HIV Prevention Services to behavioral risk populations. Contractors will be identified after the RFP process.

Loss of 20 Residential Treatment Beds

76 clients

$1,143,963

This cut will result in the elimination of 20 residential mental health and substance abuse treatment beds at three programs:

Baker Places (Acceptance Place, 3 beds, total cut $141,168);

Haight Ashbury Free Clinic (Center for recovery 13 beds, total cut $705,918); Walden House (WH Intensive Treatment Services 4 beds, total cut $296,877).

This cut is being implemented by the Department of Human Services, thus eliminating substance abuse treatment for Care Not Cash (CBP) recipients. DHS is cutting funding for 20 beds at Redwood Center and Golden Gate for Seniors, both of which are part of the CATS program. DPH is shifting money from the three programs listed above to the two CATS programs previously funded by DHS. The CATS beds are significantly cheaper and do not serve the same target population.

The end result is that there will be 20 fewer residential substance abuse and mental health treatment beds in san Francisco.

(Source: Duane Einhorn at DPH)

Total Department of

Public Health Cuts

$13,194,522

PEOPLE’S BUDGET 2005

HUMAN SERVICES AGENCY CUTS

Program

# no longer served

Amount of Cut

Comments

Groupa de la Comida Food Program

1800

$45,000

No alternative source identified to distributes food to Latino monolingual families.

Foster Care Shadows Program

$100,000

Leaves high-risk, high-need kids without adult-supervision.

Family Support and Preservation Services

$466,679

Support for working families should not be cut when the City is trying to attract families.

Child Care Wages Plus Quality Implementation

$214,364

Methods for assessing and improving childcare assure working parents that their children are safe.

CalWORKs Scholar’s Program

$28,194

Reduced based on projected need.

Effective publicity and reasonable entry requirements would increase the “need” for the scholarship program.

Coordinated Shelter Referral (CATS)

$74,374

Staff position eliminated, quality of service will decline.

Childrens Mental Health Coordination – System of Care

$90,000

Staff position eliminated, quality of service will decline.

CalWORKs Housing Subsidy Program – Subsidies

$145,000

Program is closed to potential new clients. Provides up to 3 years of rental assistance to families.

IHSS PA Health & Dental Benefits

$1.7 million

Program is closed to new IHSS caregivers.

Child Care Facilities Fund Quality Grants

$7,898

Eliminated based on projected need, yet no evidence is provided to show that the facilities will operate on the same level with fewer funds

Otis Street Shelter

$83,777

Delayed start-up. Shelter for low-income Seniors is acutely needed immediately.

Hospitality House Self Help Center

More than 6000

$567,618

Eliminates low-threshold, peer-based drop-in center for poor and

homeless Tenderloin residents, many of whom are mentally ill and have multiple barriers to stability.

A Mans Place Shelter

119 people

$372,789

This closes a 24-hour shelter for men with special needs due to mental disabilities, substance abuse and HIV-related issues. Provides psychiatric support, clinical case management and assessment, medication monitoring, individual and group counseling

South Beach Resource Center

100 people at any time

$790,903

This cut reflects the closure of a 24 hour drop in center for homeless men and women. It is an access point for people utilizing the shelter system. Services include peer counseling, case management, HIV, STD and tuberculosis testing, showers, laundry, lockers, lounge area and snacks.

Total Human

Services Agency Cuts

$4,686,596

PEOPLE’S BUDGET 2005

DEPARTMENT OF AGING AND ADULT SERVICES CUTS

The consolidation of the Department of Aging and Adult Services (DAAS) and the Department of Human Services (DHS) into the Human Services Agency of San Francisco puts$1.7 million back in The City’s General Fund.

• An additional $800,000 in General Funds savings FY 2005-06 will result from full integration of all DAAS budget items into the Agency’s administrative support and claims structure.

• Next year DAAS will claim $750,000 of previously unclaimed Federal Title XIX revenues to reimburse services provided by community based organizations that enable elderly Medi-Cal enrollees to access medical and dietary services.

In FY 2005-06, the transfer of the In-Home Supportive Services Program (IHSS) from DHS to DAAS, will increases the DAAS budget by $78 million and completes the mergers and changes in the Agency.

The budget reprograms $400,000 in General Fund support for DAAS programs

Existing Programs are reduced as follows:

Program

# No Longer Served

Amount of Cut

Comments

Paratransit

$50,000

Eliminates surplus unused rides in group van trips from Paratransit Program with six subcontractor agencies. These rides are unused because they are inaccessible to those who need to use this service.This program needs to be restructured, not eliminated..

Projected underserving of $70K in workorder with MUNI. Part of this reduction in funds is already reprogrammed into grocery trips for former Senior Escort clients whose service was earlier cut.

Adult Day Health/Day Care

$29,121

Standardizes the maximum unit cost (per day of care, per site) for Adult Day Health/Day Care programs at Catholic Charities, Kimochi and SF Adult Day Services Network, Creates the same fee structure at each site so that some Seniors will be paying more.

Congregate Nutrition

$48,019

This cut would eliminate Senior nutrition sites contracted for by Meals on Wheels and 30^th Street Senior Services. The Seniors would then have to find a way to get to the next closest and larger site.

Ten Neighborhood Resource Centers for Seniors and Adults with Disabilities

Network for Elders

Self-Help for the Elderly

Institute on Aging

Employees will lose job time and pay; those using the facilities will be restricted.

All Seniors using Central City will be shut out and workers will lose their jobs.

Seniors speaking Russian. Chinese and Spanish will lose their ability to speak and be understood.

$76,181

$101,574

$76,181

There will be a 30% reduction in the contract to operate three Resource Centers for Seniors and Adults with Disabilities. This will mean going from 2 full time employees at each of the three Centers to a 1/2 time employee and a 3/4 time employee at each site.

This is a 30% reduction in the contract to operate four Resource Centers for Seniors and Adults with Disabilities. Self Help for the Elderly will close the Central City Resource Center and losing the staff people who work there.

Another 30% reduction in the contract to operate three Resource Centers for Seniors and Adults with Disabilities. The Institute on Aging Resource Centers will loose one Russian, one Chinese and one Spanish speaking staff.

Total Department of

Aging and Adult Services Cuts

$381,076