the department has stated there's no general fund support. we're also recommending that you place a $2,000,467 in reserve and our remedies is that should be released when the department has a spending plan. and all of those funds are orng and again regarding the new lease we recommended a reserve of $2 million that providence to the capital improvements when the budget committee releases

those plans >> any colleagues any questions? do you agree with the previous statements? >> so we have a few recommendations from mr. roses office. do i have a motion to move? >> thanks colleagues i think to our departments if we have none you don't have to show up next week. colleagues at this time it is 145 i'll make a motion to adjourn until

>> good afternoon. welcome back to the board of supervisors budget and finance meeting for june 12th -- monday the 17th. sorry. i'm get that right. we're going to continue ourometer from this morning arrest up next is our controllers office. with our controllers office please call items ten and 13 as well >> item number ten the administrative tax regulation code to modify the various support and to have the obsolete items. item 11 to increase the monthly fee to $39.

month >> thank you welcome. >> thank you, mr. chair railroad i'll briefly walk through what we do in the controllers off the and then happy to take questions you might have. i know your well aware our office supports the board of supervisors and the mayor's office. that starts every fall with the projection of revenues they assist them both the mayor's office and the board of supervisors to pretty a budget that transitions into the other areas. this is with the board of supervisors purchasing rules etc. really that the city's finding control is correct really to implement the budget that we have help you and the mayor

produce. we then have is a significant portion that involves reviewing the city's performance of that budget with their abrasions with the goal of uncomfortable performance and that is incorporated into the budgets. it's a really reflected fundamentally in the allocation of our resources so we have a $44.34 million budget. about 13.5 million is paid for by the general fund. the balance is allocated to the city departments given their use of our services. we have approximately 4 hundred and 18 ftes up moderately from the prior year. as you can see our budget a allocated 50/50.

the two pieces on the left are promly will audits and economic analysis budget projection and forward-looking performance reviews. and is right side of the pieces accounting operation financial systems and pay role where we are operationizing the budgets procures paying vendor and running our payroll and human resources system we're proud to have turned open this year some of the highlights really it's heavily focused around systems. we have as your well aware we have a very old financial system in the city we call famous which we're running the budget. the budget before you proposes

$2 million in the year ahead about 60 percent from the general fund to begin some scoping. the system is approaching two-year-old and mainframe based not quite green screen but close to it. our hope is we begin to get our hands around what the core system t is in which the city's fray operates. it's very expensive and time uncommonly - timely project >> that's probably the single it largest thing in the budget. we also as the committee knows having approved the lease we're working with the department of technology as lead implementer

to have a disaster site to run the city affairs if we have a disaster. so while the focus on the first 72 hours after a earthquake where the fire department and police department needs to be that are we're worried about the 72 hours and our need to pay vendor and city employees process good days potentially without electricity and that's what this site to intended to provided for all city departments. our budget contains a single position and then d ts budget has the balance of the fund for the year ahead.

we continue to roll out new functionality. with the human resources system that could go live this year. about 20 million pay checks we turned it off. and we're going to roll out the new functionality. we're turning off the way that departments report time on payroll and we hope to have the features that employees benefit the ability to go online and change your own address or ultimately open enrollment on line. and the fourth enhancement we're calling the sf open book which

is a set of online transparency tools that we're building on the controllers site and other that allows increasely the public policymakers and others to inquiry about financial, economic, demographic and search for them users on our website. you can review unemployment trends or changes in the cities the demonstrate graphics of the cities income. you can now review on line 5 year financial situations and drill into it a detailed level. we have now launched city departments so the public can do

researches. we're doing a form that loss folks to answer their own questions. we work to integrate this data to make that more user friendly and to refine our vendor data. that allows departments to search and review payments that the city is making to various vendor. and lastly, the fifth bulletin and a excuse me. and a around the equal access is it mostly the city employees data or is it a combination of the two. we have a handful of different pieces which with are already up if you assess open book. most of it isn't focused on the city government so we have at

the moment what the city is spend money on. we have active a simple version of the database which allows you to see what the city is paying vendors. so the economic bar roommate. we have some race gender information. and we really want to improve that going forward >> we have a small amount of information that's geographyly there. we think it's interesting information. we hope to have more in the year ahead >> so it's sf open book.

>> sf open book @.org. and you can pull it down and launch in the different modules we're trying to billed >> okay. i'll take a look at. and we welcome feedback as we are building to serve public needs. and lastly a significant light and effort obviously by us and other departments in integrating the success of the financial family. it's taken a significant amount of time. we've integrated them into the city's financial system and for the bank account balances and transferred those to the

treasurer. and in the year ahead working on a whole host of other issues including debt management. so our office and the controllers office among the other things is taking the workload on and on off the successor agency. we have a host of projects and " which we prepare and we bring this forward to the board of supervisors and perpetrate this work plan to the go committee. but those are is handful of items we're working on. the federal health care reform and the system that's related to employee wellness and employee costs. we have a staffing of the 9-1-1

center. strict you boundaries for the police department and a review of the district boundaries with the successor and that involves tax implementation and other performance work between the 3 financial offices. we have an increasing audit program and lastly a sweet of benchmark reports we prepare. so more details to come and as also, we welcome thoughts and input on what our focus should look like. supervisor in terms of your question as your aware our department is predominantly focused.

we - for those public services we provided all of our forms in multiple languages and we have bilingual staff available to answer answers. i think the major contribution we endeavor to make is producing the reports that enable the departments to make decisions with equity in mind. we produce a report the city survey which provides reflections of the resident the san francisco on how the government is doing. that report is available on our website and it constrains a lot of information on geographic disparities and sober economic disparities that exist and ethic variances arrest not always in

the direction we would expect. we work to incorporate that kind of both demographic reports. we produce reports on the condition of city parks which appraise history of different parks in the city and also between the neighborhoods to allow the parts to be compared. and again generally speaking in the southeast the city's maintenance of parks tends to be more challenged, however, that program has been in place the disparity between the city has been narrowing. it's to provide information to

you and the mayor and the departments to help address those variance. and beyond our normal auditing we're required to do we have been engaged in a fair amount of variance in captivity building and in various sectors. we staff the non profit working group that's the major working department. and have been working not simply to audit but to help build capacity on various boards we pay for out of our city service baseline for using campus points and other contractors for various doing something

similar here and your office will be a key part of how we do our assessment locally. >> happy to work with with you. i know we're going to do some work after mr. roses report >> thank you. i had a couple of questions. do you have some examples of some of the nonprofit you've provided technical assistance do o to >> i don't but i'll be happy to follow up. i know you have this amazing system on line where there's a lot of tracking and information i was wondering do you have that with the non-profit organizations as well or - i mean how are they selected for

additional technical support in this capacity? >> first of all, on this publically facing tool you can see how much the city is spend on the non profit so you can search by agency or department and is what the addition is spending money on. in terms of our nonprofit this group i believe it's 5 to 5 largest city departments that contract with the mass majority of our non-profit work. the non profit group is a set of - it reviews finding within their financial statements and others. we prepare a summary report of health indicators that have flowed up over the years and we have touches that flows through

the committee and including technical assistance for board or payroll or financial issues. we will occasionally request an interview about the financial performance or mooefkz do you have cash on hand to make payroll. it's that organic mix. i'll be happy to provide summary of that. we provided an indicator to the board and mayor and departments. we try to do it at least annually nonprofit we're concerned about. we continue to have signs that there is no improvement and they're at risk for failure

>> so one the changes your office has it the ability to enforce anything after those finding occur whether they be non-prof non-profit organizations. a number of things are found in those reports but oftentimes sadly it continues in those organizations. what are you proposing he do to change that? >> it's part of the reason we're not so heavily focused in this part of the world. we think that technical assistance is more important that they'll understand the issue and what is needed is help in implementing the change. in terms of intervention at

different steps we've been through this group to develop elevates. implementing that ladder is a challenge and we're working through exactly how you - how and who moves a non-profit up the ladder and we're hoping that provides the answer to your question >> and highway do you deal with city departments. oftentimes it may not be technical but issues that kind of circumvent the rules so when there's a finding a request for

changing a certain instance what happens >> that's part of the discipline we're trying to pit into effect. we're getting all the departments to apply like the non-profit and clear definitions about who makes the decision. so we're asking ourselves who makes the risks who moves them up? >> and your proposed budget is there a reflection of that in terms of increased needs to address that nature. >> the budget i have before you is in the indoor division part of our shop and this a has been in place since 2004.

our work plan continues to develop the elevated part. i look sf open book it's easy to use. hopeful that will be well-used by many people. i want to ask you about the up integrating of the cities financial project. i wonder how much time does that take and what would be the cost. sound like a humanely project >> the scoping phase is $2 million in the coming years and 1 million from the general fund. we hope the -- from there we

except a number of changes. we really want to understand what the costs are before we step into this. but the implementation of the h.r. payroll system was a $42 million it project and we expect this to be more expensive by the end of it. we probably have choice about though to approach it in phases or all at once. that's really what we're envisioning he putting together >> it's nice to find your pay stub on line. >> it won't be that long not this year but the year after to have open enrollment on line as

well. >> thank you. supervisor reed any comments? >> just briefly we're in agreement with the budget analyst. >> okay. thanks why don't we move to the bankruptcy analyst report please. >> mr. chairman and members of the committee on page 42. 42 of our report a recommended reductions total 283981 of that amount are the o.j. savings and those reductions would still allow an increase of 13.4 percent in the departments budget. and our recommend reductions are 14702 excuse me. those are ongoing and 77:30 are one time

savings and our department concurs with the recommendation >> colleagues any questions? >> all right. we have budget navel recommendation in front of us. so moved >> okay moving along we have generosity city responsibility we use those as tracking. 40 for example, go general bond and retiree health costs is paid from here. it's where we budget the city's reserves so things that don't belong to the budget get carried

through the general responsibility. our office believes that the reductions that are recommended are reasonable >> thank you very much. colleagues any questions. if not mr. rose let's go to our analyst report >> on page 48 are the recommend reductions are 3 hundred thousand and that all around savings is still a savings of 38 percent to the cities budget. this would allow an increase in the 2014 policy. there is a recommendation on page 49 of our report and that's the project you're familiar with the $500,000 for the operatory project. the purpose of this report is to

make decisions mcmaking to the public. we consider this to be a policy matter for the board of supervisors. >> okay. what page? >> mr. chairman that's on page 489 its at the bottom avenue page 489 it states in bold policy recommendation. do you see that? >> yep. >> so part of the budget mr. rosen field is the recommendation. >> i'm sorry i should say the reductions at the top are core and are reasonable. i concur with mr. rose the reserve for the