will lead dodt -- will require additional screen input rather than fewer, but we do expect more timely entrance, leave of absence and retirements. that will require retroactive adjustment. chairperson chu: a quick question. why will e-merge not be available two days a month? >> because of the payroll processing that we are bringing to merge with e-merge. during the processing of paychecks will not have access to the system. chairperson chu: is that a continual issue? or just in the implementation phase? >> currently, we have as you know, one system that produces paychecks and another system that has all of the human

resources information and systems, and finally the health services system. these are all being join together in e-merge. during the pay cycle, the the parts have a number of days to input all of the information, including the hires, the transfers, and time spent. the health services division has a certain time frame where they then allocate the appropriate fringe benefits to the employees based on their status, and right before we run payroll, we have to close the system down to disable the right ability -- that is, they cannot make any changes while we are in peril. that will be a couple of days every pay cycle. currently, because we have -- while we are doing payroll.

that will be a couple of days every pay cycle. graeme dekema because -- currently you can access the system. but we will have a blackout of the department of human resources as well as the department of health services during that timeframe. they will have the ability to read, and they can look things up, but they cannot make changes. otherwise, people's paychecks will not be correct. and we will have access to serve the other employers, which includes retirees. retirees make up 30% of our membership. i do act -- do not anticipate things coming to a halt, but we will have to rearrange our work plans. i do think though improved processes of termination and retirements will decrease the complex corrections we often have to make when things are

entered in accurately. -- when things are not entered accurately. the other thing is, we will have open enrollment, which most of our employers sites have. we will look forward to that by 2014. the next area we will continue to focus on its the suggestion of the budget analyst when he suggested that all actions be centralized in health services. since 2010, we have implemented and managed without a budget remarkable well as programs. we did manage 1 fte through a trust fund. we are soon to partner with laguna honda and sfgh. we're the leader city-wide for

the weight watchers program and we have lost 2,500 lbs. since august of last year. it will save millions and millions of dollars. it is hard to translate that exactly, but it is at a substantial -- it is a ton of money, if you will. and our eap program has expanded its scope significantly since it came to hhs under the board of supervisors direction in 2008. they do koses on violence prevention and workshops, and also have implemented at workshops this year on smoking cessation. we have had two very successful workshops on smoking cessation eap in also looking -- smoking cessation. eap also responds to every instance where there is employee injury or death.

we do three workshops a year on preventing violence in the workplace. that could be physical violence or verbal violence. we have had a bonus share every year. the department and the unions have both said they read like the wellness fair to be spread out. last year, we serve over 3000 people and we did over 1600 flu vaccinations. it is obvious the more expensive and more difficult to do that on a department by department basis, but we will be working to rule out a city-wide flu vaccinations as well as a virtual wellness' fair sometime next january or february. we do yoga and other class'es. we're collaborating with the mayor's office on a health-

related application that will help people that are hospitalized to be more informed patients and prevent what they call hac's, special acquired conditions, which are expensive and debilitating. and we're a candidate for the health award. we have doubled the workload, and we are also -- i think people are waiting until the member for long awaited vacations and time off. in terms of the language access question that was put forth, we are a two-tiered apartment -- department, however, we do have employees who speak spanish and korean.

our united healthcare plan, we're required to meet language access requirements. more than one-third of our members are bilingual. the requirements as more than 10% of the county's population, if they do not have english as their first language. we will be providing a four-page summary of the benefit guiding chinese. in terms of the budget overview, -- of the benefit guyed in chinese. in terms of the budget overview, 2011-12 is $169,000. if you look at the proposed budget cuts, hhs is predominantly funded through worker recovery. 60% is general fund and 40% is non-general fund.

we have since i've been in this position been understaffed. we propose no decrease to our staff, but also because we are taking an open enrollment. in terms of the budget cuts, the increase of 136 -- the increase in our budget of 2.1% represents increases it to only existing salaries and benefits on department work orders. there is no increase in projects or funds in our budget. the second year at 2.6%, again, represent increases to all the existing salaries and work orders and rents that we are required to pay. we're not in agreement at this time with our budget analyst

requests. we would like $14,500 restored, essentially. the analyst requested -- recommended a $64,000 record -- $64,000 cut. we agree with $50,000 of that, but there is 14,500 that we hope to recover in the coming days. that is where it is. chairperson chu: on the wellness program, we had a lot of successes with that. and due in large part to the department's effort on wellness. when we try to implement some of these more city-wide programs, flu shots and other things, did we start to measure whether there were six days or other metrics that might demonstrate what the value of them would be?

i know collectively, we know losing weight is a good thing, but are they translating to fewer sick days, fewer days out of work, those kinds of things? >> not only productivity days in terms of sick leave, but also workers' comp costs. we should see a decrease. at this point, we are putting a lot of hope in this to standardize the way sick leave is recorded throughout the city. different apartments in different ways. that is all being combined into one system. we're trying to be using this first year as a baseline. if we use multiple systems as a base line, they would not be accurate measurements for the future. we will look at those over time. and hopefully, the department's we're working with will look at cost decreasing over time as people get healthier. chairperson chu: thank you.

and i want to thank the department. seeing our own staff go through two open enrollment is quite a bit to go through. i want to thank you for that. i know your folks art -- are negotiating rates twice a year versus one the year. i appreciate that work. and colleagues, we expect to come back to the budget and finance committee sometime in july to approve the next rates and benefits package for the health systems for the 2013 year. expect that to come down the pipeline. supervisor kim: i want to concur, i appreciate the work that hhs does. your department does a lot of work to take care of individual employees. it is great to hear about all of the movement we been making and how we have -- we have been making and how we are a model department for others. i know you said that on some of the insurance and policy grass,

students are analyzing how that impacts expenditures. in the future, it would be great to get a presentation on what those savings actually are. i believe the savings will be there. i'm just very curious to see what the actual outcomes may be >> thank you. -- actual outcomes may be. >> thank you. absolutely. >> maybe as a general comment for this department and other departments, the department is actually correct that there are increases in salaries and no increases in other areas. our recommendations are based on actual experiences. if you look at recommendations such as air travel, membership fees, other occurring expenses. and this is not a criticism. our recommendation is strictly based on actual experience, and

then we provide a cushion so that when we make our recommendations to reduce, based on several prior years of experience, we believe our recommendations will provide more than the department can expand. in this particular department about we're recommending reductions, as the department indicated, 60,700 four dollars in 2014. -- 60,007 average $4 in 2014. the department is correct that the savings would be about 60%. in 2013-14, our recommended reduction total is ongoing savings. it would allow an increase of about 1.6%. 1.6% of the department's budget.

about 60% of that, or $39,000 would be general fund savings. chairperson chu: if there are no further questions from the committee at this time, we will look forward to seeing you next week after you've had some time to work with the budget analyst on the recommendations. our next department is the civil service commission. >> good morning, supervisors. i'm the executive officer of the civil service commission. in the fiscal year 2013 proposed budget of 858,009 had $26 for the civil service commission, it

is a $34,655 increase over the curve your budget but this is only due to a significant portion of the removal of the furlough days and in addition to the projected cost of employee benefits. for fiscal year 2013-14 proposed budget of $893,182, that is only a $23,322 increase, and again this is to to the projection of the benefits and the agreement in the collective bargaining agreement. the commission the budget request is allocated only to 5.68 fte staff, professional services would be in the case of there is a need of a hearing officer, translator, or a court reporter. materials and supplies,

equipment maintenance, and the lease of the copier is actually the bulk of what we spend in terms of professional services. services of other departments would be the usual in terms of mail, real estate. in previous years, the department has had two faced challenges in reductions and the department has made extra effort, whether it is to reduce work orders, to take on more of the work by our staff. we have had some reorganization with our staff in the past. we are still able to service the public, the employers organization beckham with questions regarding whether it has to do with the examination, hiring, rule proposals.

we had a recent amendment changes which have been costly in terms of putting out notices, proposals for meet and confer, and the posting of the adoption. the department does not have any disagreement with what has been recommended by the budget analyst. i do not know if you have any questions for the department. supervisor chu: thank you. i believe there were no recommendations from the budget analyst. with regard to your salary, can you mention how many folks are employed through the civil service commission? >> the budget allocations for 5.68 full-time employees. there are actually six full-time employees working on staff. supervisor chu: do you imagine the work of the self-service changing at all, do you imagine any new initiatives or changes?

one of the things i'm concerned with, we have a lot of small apartments that come in -- there may not be recommendations -- but that is not necessarily an excuse to do things as we always have. you expect the civil service commission to become more efficient? >> we are continuously doing so. what happens is, we purchased a management system. how this has helped is that we are making efforts not only to run efficiently but to reduce cost in terms of printing. many times we will receive requests, whether from other departments, organizations, records, and so forth, and this is often printed on paper. we began printing on both sides, so one and so forth, but we are finding scanning documents and the mailing them is an effort in

terms of expediting the process but also reducing the cost of the usage of the copier and also purchasing of supplies, and so forth. the department is also continuously working with dhr and other department managers, working closely on whether any rule proposals or recommendations would be presented to the commissioners. as you heard earlier today, dhr expressed concerns about the sole service process in hiring. so far, we are working closely with them on this. -- civil service process in hiring. supervisor chu: budget analyst? >> madam chair, members of the committee, we have no recommendations for this fiscal year. supervisor chu: thank you.

there are no recommendations for this department at this time. i just want to stress, even if it is a small apartment, we would like to hear more about the work you're doing collaborative late with dhr to make sure that our civil service process fees are as smooth as possible. at some point it might be worthwhile to have a briefing with supervisors about the efforts you are working on. even though it is a small department, it is important for our general system to work better, and have to emphasize, even though we do not have any recommendations for your department, everyone can do something to improve their work. we would like to hear more of those efforts, going forward. colleagues, given that, we will not be requiring this department to return. going on to the next apartment, public library. -- department, public library. >> good morning, city librarian.

supervisors, we have a brief presentation that highlights the san francisco public library. we are currently employing 889 full and part-time staff. our circulation has shown significant increases in the last several years at about 3%. significant increases in the past and we have been able to sustain that. over 7 million people are using the library annually, so we are proud of that. we're also pleased that the ability to provide access to the internet for many of our users. for many, it is the only place where they can have internet access. we are very pleased of the success we are having and the momentum we sustained through the branch library extension program, completing 22 projects. not only completing them but

also receiving recognition, not only for the sustainability for leed gold and silver, but also for historic designations. supervisor chu: do you have a copy of the presentation that we could see? >> i have one copy of the presentation. i am sorry. it seems it is not recognizing the font we created our presentation in, so it is distorting information. we have one copy that we could put on the overhead that might be easier to read, and we will e-mail copies as well to the committee. supervisor chu: thank you. >> let me continue on that first overview. we provide over 100 programs that are you there focusing on

education or literacy, but also programs that run the gamut from early literacy to adult literacy. with regard to the overall budget, we were fortunate to have as a baseline through the library's preservation fund set aside that included both the property tax and general fund. both of those are reflecting some healthy increases. the budget that is proposed for fiscal year 13 is at $92.3 million, which is a 6.8% increase. in the second year, which is a fy14, $96.9 million, another 5% increase. the increases to the budget are primarily based on salaries, due to the benefit costs associated with labor, retirement, and health, but we are also looking at investments in the technology

infrastructure, our collections budget, which i will give more details on, as well as proposing expanded hours at two area libraries. the guiding principles for the budget, but also everything we do through the library, are five different areas. i want to focus on those. that includes literacy and learning, which is our bread and butter, in terms of what we offer to users. digital strategies, so that we can continue to engage our young people, not only in technology access, but providing access to all generations of users. used engagement. this is our next generation of library users. working closely with the school district and community agencies and other sister departments. strategic partnerships. i also talked about the focus we are engaging in the community.

certainly, to address the very diverse community that we serve. our programming that supports not only the resources but our collections and programs. we also have a high value on diversity. we are investing in the facilities. now that we are completing the branch library improvement program, looking at how we can evaluate the post occupancy and looking at some efficiencies in that regard. i will give you some details on that front. supervisor chu: have we finished renovations? i guess you are going to talk about that soon? >> yes, we have completed 22 out of the 24 projects. 16 renovations are completed. six new buildings. i was at the ortega building yesterday and it was buzzing with activity. two final projects in the works. the bayview project is over 50%

complete. we look forward to opening in february 2013. we're also making progress with the north beach library, which we anticipate opening in march 2014. that will complete all 24 projects. as i alluded to, we are looking at a post occupancy evaluation. so we have some dollars included in this budget and next year of about $100,000 per year to maintain that investment. it is a significant investment, so we want to survey the public to see if we can make some changes, but more importantly, maintain the infrastructure. supervisor chu: i appreciate the post occupancy evaluation. that is important. we tend to build new buildings and then do not take care of them, so they fall apart and then go back to the voters for a bond to build something again. the $100,000 looks to be for the evaluation of it.

have you include actual money for maintenance work, to make sure we're of keeping the building? >> let me clarify, the 100 belsen dollars is to do something about it. the survey will be done in house. -- $100,000 is to do something about it. we have someone in the house who will be doing that part of it. supervisor chu: so it is for actual capital maintenance, repair work? >> yes. let me talk about hours. that is one of our strong suit for the department. if you look at the table we provided, in 2006-2007, only 16 of our libraries were opened six or seven days a week. the board requested that we take a deliberate approach in

looking to expand powers based on availability of funding and looking at what are the needs out there? making sure that we cover the entire city. we looked at geography, etc. we are pleased by the fact that we have made an expansion of hours a priority and we have been successful. as of today -- and i want to emphasize this -- all of our libraries are open five, if not six days a week. what we are proposing in this year's budget is two more branches that would be open one additional day. that is the visitation valley. this is in keeping with a plan to be strategic to where the need is. we have also opened up new facilities, have been delivered about the hours on that. the proposal would get us to 54% of all of our libraries open

seven days a week. look at that comparison with other cities across the nation. san francisco is at 54%. san jose has only 5%. seattle, 44%. chicago, 4%. philadelphia, 2%. this means san franciscans really are supporting their libraries, and we are supportive of the preservation fund, but we are also the only urban library in the nation that has had no impact during the economic downfall. we are proud of that but we also continue to have high demand for library services. we continue to maintain that. if you agree and concur with the approval of the two additional branches, that means we would have had an increase of 120 operating hours a week since 2007, and that puts ushi