and the grants are increasing so we can show the large arts organizations that receive 80 percent of the funding are really diversifying like we want. one thing has changed by the largest organizations now receive under thirty percent of our funding >> so if we could get some data on that or i know that the grants report listed a number of the grants that would be hopefully. >> of course, most of them are in the annual report. >> and lastly, i know that jeff jones and many of the

communities of color and the diverse cultural groups keep it up front that by 1950 the population will be so diverse that by 2050 and the a bag and thirty percent of the bays area will be people of europe i can't think descent. i'm hoping our arts programs really addresses the fact there are concrete steps to getting though how we distribute our dollars. my hope is the work done by the task force were implementing

some of the tasks. thank you supervisor that's entirely our goal is to support the newer upcoming organizations that serve those populations that you referenced but as i said most visually all of our arts organizations whether they serve a cultural community and have a culturally diverse section they want to reflect the community. i've seen great

>> on page 96 we state that our recommended reductions 778 for 20014 and the amount are ongoing

and is one hundred 80 thousands our recommended reductions is down in 2015 and we're still working with mr. many kelly and we'll report we'll report back. thank you for being here >> thank you. in terms of our agenda right now we're going doing to move our retirement system we're going to hear the retirement system tomorrow and i want to call quickly we have mickey from our department of h.r. has another meeting we're going to have the

h.r. go next do how old it against us. >> thank you very much members of the board. mickey director for the city. i'd like to talk about our mission and vision and a highlight of our budget and key issues and talk about the changes in our budget. i want to thank our analysts from the mayor's budget office. and from the boards budget analyst office a few phone calls. the mission of the department of human resources is to recruit and develop the city's workforce to meet the city and county san franciscans needs.

we focus on leadership and implementation. looking at the high-level budget we have our finance director. you will see we have cycle changes 90 in our budget. those effect the bargaining unit. in years we have the responsibility to increase our staff. they were able to reduce staff in those areas. i can see by the pie chart the resolution is not that good. 38 percent of our staff works with workman's comp. and we have a contract with the administrator. we have 35 percent of our staff

implementing the civil service. i want to highlight a couple of key initiatives. we have a community anti research program that we're piloting it's based on a model we use a couple of years ago. that was to reach anti to increase employed communities and open up training modules and ways to give people a leg up

believe will increase the diversity of our applicant pool.

our most recent mellowing pool for fire department and police it's fairly representative of the process. we want to improve our selection tools and reduce the impact that maybe associated with the historical tools we've used. we're going to implement a testing program. ramp have the candidates wait for when the exam opens up someone who is interested in the firefighter position can go down and take the test. this significantly increases the applicant pool. for example, instead of using

the peace officer training standards test for police it's a video we're excited over this >> supervisor mar. >> i think this is a great

initiative to address the applicant pool diverse program. we want to make sure we have good mechz that the hiring is going to be fair inform women to people of color and others. but i have a question of the fire department and police what does the applicant pool look like over the year? are we at a much better place now what does the data show >> i don't have that historically on an applicant pool. as you may know we suspected the testing between the police and fire ending in the 90s and for

budget reasons it's expensive to conduct the firefighter exams. it took full-time employees to take care of the testing. so we don't do it that frequently we have to look back on four years. i think the last time it was video based it had a better - i think it addresses the impact better than the written exam which is the state exam for police. this initiative will replace that and we have the approve of the fire chiefs or on this >> it seems like the use of officers for justice or the various caucuses are important.

>> absolutely and to that point we have a crack with a - contract and we circulate the job posting and send them to specific newspapers and advocacy groups. in california we don't have affirmative action we can have all it out wastepaper e reach we want. i want to talk about a similar to that because this does address the history program. the board supports the legislation to preclude employers from asking employees

up front about their conviction history. as we know the hiss may not or shouldn't preclude someone from gainful employment with the city. we've gone beyond that legislation. we've taken the next he step with the help of emerge and that's in addition to eliminating any self-disclosure the employee don't ever have to say they have a criminal history we'll use the fingerprints. we'll see if the dui in the past the department doesn't have to

know about that, of course, if there's a nexus meaning a recent conviction for embezzlement we wouldn't consider for a job as a cashier. we don't want

year. also part of the increase are administrative costs added by the city. i noted this earlier we had a large labor project in the spring of 2013 where we had all the contracts open for negotiation. the board will remember that. because we have with two year contracts that's happening

again. if we're lucky we'll have longer contract, of course, coming out of a recessiony you time this was the best we could do. we'll be hiring temporary employees to take notes etc., and to prepare for arbitration. but again that will drop in the second year because we anticipate having longer contract. but one i want to bring to our attention is the e eu department handles claims and san francisco is unfortunately unique it

doesn't have the centralized department where we feel it's important to provided the employees the rights they have not relying on folks who are not specialists in those areas. we've had a number of departments coming to us who have a number of employees who are imminent on employees out of the office. we need to make sure we're doing our day diligence. we have proposed two new positions. that's the kind of high-level overview.

i'm happy to report we've reached a agreement with is budget analysts. >> any questions? thank you very much. >> thank you. >> mr. chairman and members of the committee on page 19 of our report our recommended reductions fellow 1 hundred and 421 and that amounts to 71 thousand for ongoing savings those are reductions that allow 5.1 percent in the departments and in addition we recommended closing out general expenditure in- so together those recommendations would result in $189,000 in savings.

and those are all ongoing savings would allow an increase 710th to the budget and the department concurs with our recommendations >> thank you, mr. rose any comments? >> yeah. thank you very much for your time. >> okay. thank you. colleagues can i have a motion to accept those amendments without omission. okay. up next why don't we have i see the folks from the health service system. just for the members of the audience we're going to take a break from 1 to 2 clock and so we'll start with the health

system. >> good afternoon a chairman and supervisors i'm the acting director here on behalf of our director doctor dodd. she's been engage in the process she's on medical leave and she thanks you in advance of your attention. i'm joined with greg and he'll be making the presentation. we'll both be available for questions.

>> good afternoon supervisors i'm am servicing as the interim ceo some of you may remind me when i was with the department of health. i want to say that first, i think the significant achievements of the department in saving the health care costs. the health plan has been with the city plan and one a

generating some significant savings to the city and really keeping the cost of the members thank you minimum. the second observation is that really it's how significant the staffing constraints have been. that every year the workload increases and as we're making changes in the blue shield contracts the increases in workload have been dramatic and the department manages to get the work done. the material you'll be looking at on the slides really we'll see there's a significant staffing increase in the budget

with respect to that i do want to express the mayor's office and the controllers office have been supportive to help us going get to the - greg let's move to the next slide. oh, you have it over here? i don't think i have control here >> okay. we're going to be talking about over the next few minutes to talk about the mission statements. i want to split the budget into the administrators budget and then i want to take a separate look at the e pa program and finally we do have a response on

the competency issues. moving into the statement it's the department is dedicated to help and enhance the benefits of the employees. looking at major responsibilities the department does negotiates all the rates for our health programs it's worth over $6,004,080,000,000 a year it covers the city college and court system. there are other contracts for flexible he expense and come back bra benefits we also manage that have a cost of $20 million a year.

there's regulatory cinnamons issues we need to be in compliance with particle as we go into full implementation of health care reform. there's the member enrollment and i can tell you as a retired rethe newsletters i get regular will i as well as the information on their website it's been excellent. the whole process was really helpful for me. there are within the area of benefits and wellness there's a whole range of consumptions associated with that and finally the department really manages the agenda and the material for our health service board and that's another responsibility. i want to take a minute and

comment on something that was in the exclusive summary of the mayors report. the city will save more than $62.2 million as a result of the h f s. it is involved in the cost containment and implementation. it's not only to the city but to all the members who are having the co- pays taken out of their checks. the next chart shows you how we did that. the orange line see tracking the rate of increase in the health care2013.

so that's actually a chart we like to show. i'm not going to spend time on this next chart it's intended to be a snapshot where you see the judge a high-level breakdown of the 28 vendor plans and health plans and down below we're broken the department down where you can see the staffing along with a few metrics. you can look at this and kind of or certainly help you if you have any questions. i do want to spend a little bit of time on this organization chart.

this is everyone in the health service system. it includes two people who are paid 1 hundred percent by the employee trust fund and on the right there's a communication manager both of them who have no general fund cost whatsoever. you'll seeing the new positions and they're in the doted line places. we're going to take our 3 person wellness and faeg people in over the course of this year and in place by the second year of the budget. the next column we're adding an administrative manager. you