up front that the classes are filled, right -- they almost 1 to guarantee up front the classes are filled, right? >> they are saying they will put the money into the southeast facility as they have their budget conversation. those with the types of conversation that will be appropriate questions to ask. >> i think i'd rather stay on track with a budget discussion. >> we were originally thinking of the second meeting in february but there were scheduling difficulties. the secretary is asking if you are free and available to have a late afternoon or evening meeting on either of the two meetings in march. you could look to your calendars and get back to us that would be great.

absent any other questions or public comment, we will move on to infrastructure. >> i know staffing was a question last year or at some point and now we are going to staff all of these efforts in external affairs. can you give us an update on where that is? >> our positions are being freed up as we speak. it's an ongoing heat in the city. when you actually want to fill the positions, you go through the process to make sure one is on board with the position and classification and so the mayor's office at questions about how these would work together and this is a large increase because they're focusing on this area and they want to make sure it's working and the wonderful connection --

the mayor is very involved in community activities and job growth activity and this is one of the places in this city that can provide that. we expect those to be released. >> that means in the next weeks we will be bringing people online? >> we heard from the mayor's office on friday late in the day in preparation for this conversation today that positions were getting approved. knock on wood, we would hope we would it be -- we would be able to post for the positions in the next week or so. the balloons are coming down. [laughter] we will keep you posted. >> those will be important positions to fill. public comment? >> a brief public comment -- is

directly there has been tension between the bureaus and operating departments as to who works for new into supporting him. i think it is at a much better place now where the bureaus are viewed as supporting the operating departments enterprises. but in a collaborative way, one of the things to work on his relationship so it is not us versus them but we are all working together to provide water, power and sewer services and the extent to which people understand and appreciate the role others are doing as part of a larger collective is that ongoing work in progress. as people can in the field -- as people in the field can appreciate it happened on market street and golden gate, that is to the good. >> with that, the infrastructure

discussion. >> i want to make sure you have a summary of the infrastructure department, same as you have for each of the others. it is a continuation of the theme of living within our means and having a reduction of some positions as well that will be reassigned in particular. the total budget for infrastructure and assistant general manager -- kelly will explain the details but you can see it's an adopted budget of $72 million and it will be slightly shrinking down to $70.5 million by the end of the year to end the budget because of reassignments or a decrease of positions which you will see on page 2 and this was part of the plan as part of the program in particular.

>> good afternoon. i'm the assistant general manager for infrastructure and i have a couple of slides we wanted to update, so we're going to pass 11, 12, and 13. the way infrastructure works is we provide services to all the enterprises so one of the things we focused on is looking at the capitol work that will be under way. we work really hard to identify all the capital needs and work with the commission and general manager to develop the 10-year

master plan and tie that in to the reporting we're currently doing for all capital projects. the first thing i want to go over in the organization -- you can see we have lines of functional bureaus responsible for project management, construction management, engineering -- we are broken up like that so we can provide these services. half [crosstalk]

the next part of the presentation is to define the roles that each of the group's infrastructure has so we talked about the rule of the program director and each one of the bureaus. that is outlined in the presentation, so i will skip over that period -- i will skip over that period we are a matrix organization and that means we set up teams as projects happen and the team is then dismantled after the project is over and we have some members of one team that actually works on another

team when there's not enough to keep that person busy. that is how we can be more efficient. you may have some individuals working on multiple projects and both the full program so we can be efficient. that is why it's challenging to make sure we have enough work to keep everyone really busy. currently, about 77% of our work [inaudible] over the coming years, you will see that percentage decrease and the work will increase. if you go to page nine, you can see the programs we have identified that make up the 10- year capital plan we will be working on.

one of the most important things we work on as an organization is to look at the staffing plan. what this chart illustrates is how much work we have and if you look at the greene section, that is the amount of work our staff is capable of actually performing. the black line is what our current staffing level is. i don't plan to try to go over that because the fear of not having enough work and having to lay people off. the question is how do we perform the work above that line? we use dpw or consultants. the blue is the specialized work like tunnels and projects that are specialized that we need expertise to perform.

the new slide identifies the resources we have in each category. each year, the amount of resources needed is decreasing and the amount of resources that are needed in the other programs are increasing. the current staff needs are the fourth column and that is consistent with the green line on the previous chart. if you look at this green line on the chart, the numbers will coincide with the years.

one of the other things we look at is how we provide supporting services in forms of work orders to really assist us. over the past years, we have helped other agencies, give them resources so they can help us deliver these capital projects. one of the big indicators we look at measuring his not only my operating budget but the multiplier. the multiplier is basically saying out of that billable staff, the people working, we have back of the house people who are helping the work gets done like contracts, like the

community outreach and the management support services, those are services like iran that were quarters we have. those are support and that is part of the multiplier we have identified. the part multiplier for that type of work is 2.9 in 2013 and 2014 is 2.8. that doesn't provide utilizing profit and facilitating their organization, but this is facilitating the ability to pay our support services.

we have the infrastructure as you know that's really involved a lot of the programs. here are some of the programs. the other major program is the sewer system improvement program. she gives updates on that one, so i will skip that as well. hetch hetchy is one we have been working closely with. the program director is working on the quarterly report.

just be responsive to her needs. we hired a project manager to work with the fire department and the cbd as well. the last major project is 525 golden gate. some of the major accomplishments we are proud of is we're working on contract initiative says we identify it on slides 20. we identified contracts worth a total of $827 million. 32 professional service contract for $94 million and we

are rolling out our online invoicing system to about 620 users. the other thing we are working on is the middle of your proposals and what you can do a mind to produce the paper and make it more efficient and make a level playing field. the other major accomplishment this we have been working with juliet to focus on the minor tender preparedness program. apprentice training and other programs. we have been looking for ways to promote community benefits and the way we conduct business in infrastructure. that was a quick overview.

any questions? >> in this staffing plan, we see this increase in other programs. at bull capacity -- maybe this does not project fully adult -- at full capacity, are -- maybe this does not play fully adult. -- fully adult i would imagine this going to go up again if we go further out. >> if we have a better idea of what the commission decides for the project and the digesters is a big driving force and it is a

whole conversation about when do we want to do it and do we want to work on it and that drives the staffing plan. if you put a project on hold, i would rather know that before so i can move projects to fill in. >> i agree completely. this will have your projects at larger dollar amounts than recent, so that will change some of the staffing pattern. a big chunk of that will go into the southeast facility. >> the other thing i would point out is there was a lot of work we were not experts in performing. we have very good knowledge and some of the older people were involved.

we plan to do a higher percentage of work on that. >> we are looking at 10 years. would you say the $200 projecting staff will will stay at 200 for the next 10 years? >> 200 positions? i would have to look at the curve. really assess the workload. what i'm trying to do is have a balance. local 21 would like to mediate -- would like for me to hire as many people as possible and the consultants would like to invest in small liquid businesses. the other big thing is space. we're squeezing in the 525 and

other factors are involved. >> you have been trading out old positions that are probably not used anymore. as i look at that, the one exception is there is about six positions that appear to be genuine new positions. they don't show up because you are transferring some folks out. it does appear to be new positions. my question is, given the low workload is decreasing and there are people we value and want to continue as it transitions, are there not opportunities or why are there not opportunities to do that kind of substitution and

transfer instead of hiring new positions? >> good question. if we did not transfer 13 positions to another part of the organization, i would do that. i would substitute these positions, but it made sense that those people who have worked on it and have the knowledge and classifications already have, it paid better sense to move those over and the type of positions i'm asking for when you look at it is more administrative. we are requiring everyone to put information and construction management information system. we're having engineers spend a lot of time putting information into systems and so we want to supply them with adequate resources so that they can be

more efficient and effective performing their core duties. >> that makes absolute sense. when i saw those transfer positions coming in, i discounted them. my own arithmetic -- i did not count those because they are not really new hires. the other side of the coin is as they disappear, they shouldn't be coming to me. if there is the opportunity to recognize there is a shift in the workload and a decrease in one and increase in the other, if we could do that through substitution, it seems like it would be more appropriate. >> it's a challenge because on one hand, engineers, you can move into construction management and they have -- part of their scope is to do

construction management. if you have a civil engineer and the mechanical engineer, you cannot shift them. if you need an environmental manager, you cannot detect construct an inspector. -- you cannot get a construction inspector. we don't look at doing staffing plan by organization. we do by functional groups. >> you make a good point on that. what i would ask you to do is before you come back on the 14th, take a look at what would take to do that through substitution where you get rid of some vacant positions and use those to fund those. >> by be transferring the number of vacancies to reduce -- >> you would look really good.

>> not a problem. >> any questions from commissioners? >> i have one on the budget as a whole. we had a couple of resolutions from the citizens' advisory. one was supporting the action we took on power rates and that was appreciated. they also raised a question about the money we provide to city apartments for their services for work orders and it suggests a couple of things. one is we try not to let those increase in to the next budget and we establish a nexus between what we pay and what we get. one thing that would help in approaching that -- i'm not sure what the appropriate budget resolution would be but if we

could have a listing of what those work orders are and what they are projected to be in the next few years and a sentence that talks about what is at work, that would be very helpful. >> any other comments? >> yes. are we provided a one pager as to how much this budget is proposed to be cut? how many positions are not going to be hired so we have a macro view of the budget as opposed to individual departments? >> you have not been provided with that. at the next meeting, we can do that. you will find some much there are that many cuts.

>> i think that is important, but it is also important, the various bureaus and departments, what does it look like at the macro view so someone can say this is what is occurring and this is where the burden has increased on current employees. thank you. >> i was going to mention the work order summary. we will now see it again in two weeks. some minor points on infrastructure. i did not know we named it the hetch hetchy program said that it is more consistent and because the department of the environment has a home improvement program --

[inaudible] on the staffing plan, i appreciate the updated slide and to it gets closer. i still have not fully reconciled the projected staffing level with the overall budget at the chart on page 3 which suggests 382 positions. if there is a way to throw up to all positions, whether they are direct or support so it all adds

up. i would note in the last several years we consolidated and they used to be separate and all got merged. all kinds of new things -- i do think they should have some flexibility to move things around. if there are positions that are not going to be filled and just sitting there as budget numbers,

those positions ought to be axed. there is a tension there but staff can work through that. finally on local 21 and contracting out as opposed to in house, where there is specialized peak workload, i support using other resources to make that happened to the extent there is an ongoing need -- to make that happen to the extent is an ongoing need and can be done in house. that's better to do for management and cost perspective. at a minimum, it doesn't matter with the contractor is, they are going to charge a much higher hourly rate plus their overhead. those are all management and tension issues that can be resolved. >> thank you very much.

>> good afternoon, commissioners. i have a question about 525 golden gate. in addition to the annual lease payment, there -- i did not see any positions associated with that. are there any positions associated with the clause and who is overseeing the function? >> it might be better to come back with a written report. there's a mix we're planning on using an outside contractor for cents is the first smart building we have and use it as a trading opportunity for our stationary engineers to use. we plan on using the sure if forced security for the work order and there are different ways we're doing at