as well as under finance and administration. we have a analyst. these are the next layer of senior staff below the management level who are going to help alleviate the work load and distribute that decision making power across the operation and provides a track for the staff to move up and across all divisions you will see the analyst for ad min and the data analyst for the modying group. we have creating a deputy district level and allow the two large divisions to have distributed management capacity to assist the deputys in both divisions and on capital projects you see senior engineer proposed to be added and that helps provide that senior management support. and for the most part i think this structure should be able to help us respond to the three challenges that we identify in the memo, the new work and the new goals

we're trying to respond to, the capacity and the work load management programs that we did see starting to crop up and the succession planning so we can remain a competitive and sustainable organization. >> i had a question chair avalos. could you explain the difference between what policy and planning or policy and programming as a division does versus what planning does? >> sure. that was a similar question earlier. let me pop back up to the previous slide, slide five. so policy and programming i would say tries to look at the big picture in terms of the over all funding resources available to the capital program and for a given project or initiative will craft a strategy or funding plan whether it's the brt project and funding level and prop k or prop

aa and you're looking across the whole program and that financial planning that is happening right now with the prop k strategic effort and looking 20 years into the program and this is what the sales tax is looking like coming in. how do we allocate each of the years of funding across all of the different project needs while being mindful of new opportunities and other fund sources at the city, whether mta funding or dpw or that group -- the policy group will look at that information and come up with a strategy at those levels to basically keep the funds flowing to support project delivery and it takes advocacy, a knowledge of the city's operations. it certainly takes knowledge of the regional and state and financial funding environment and legislative and policy environment and staying in touch with you on your priorities and getting projects

unstuck when they're stuck but also keep them moving. the planning division, which i used to lead, looks at what should we do? we have these problems, congestion, safety issues, slow bu. buses and what do we do? and that could be at the project level with a study or the corridor level. as i mentioned the 101 corridor is a great example and you have those areas and the planners will dive in. these are the needs, these are the problems and these are solutions and bring a recommendation to you working with the community what we should do. at that stage it goes through the approvals of environmental and otherwise and we coordinate with the funding and staff under policy and

programming and in that way they work closely together. >> so it makes sense to have an assistant deputy for both divisions but a transportation planner additions to the planning department to make sure those neighborhood level or those projects kind of move forward efficiently and effectively so i understand now. >> yeah, thank you very much. the reason, yes, as well for the additional positions under planning and we're at a new cycle for planning work and the plan was adopted last year and initiatives were identified and the transit corridor and the trans bay core capacity studies and the freeway network. those are brand-new in addition to n tip, the neighborhood transportation improvement program and brand-new and enhancing at the neighborhood level and that and the treasure island work indicate new planning we will see more work

coming out of the planning division. thank you. >> on this chart just another question. in the policy and programming and in the planning divisions you have the first line is create an assistant deputy director level. those two -- out of the two divisions you have the one ftes. >> right. it's not an new f.t.e.. it's an inc. management and you will see -- increment and currently they're filled with principle planners and chester and rachel and we have them filled as principles. the idea is change the title and the job description slightly to encompass more management functions so more staff management, more representing us externally with agencies and giving more responsibility to coordinate with the rest of the region and work on our behalf

and alleviate the managers in those divisions as well. thank you. so these eight f.t.e. represent a quarter percent interest -- 24% increase over what we had. this is less than the last round of increases in 2007 when we expand d by nine. that was after prop k and aa was coming and we knew there was a growth period coming and we wanted to be ready. in this round i would characterize this as a way to respond to some new initiatives and reset our focus in the future but be more responsive on the board and the ground and the public and right size our own operations which got a bit heavy on the existing staff and we want to be competitive and sustainable. now we're proposing this 24% increase and the cost would be if hired immediately $1.1 million. we don't plan to

hire them all immediately and only as funds are secured and committed so we have half of the funds identified at the that moment and if the board approves the position we would have two or three go up immediately for job postings but fill in the rest over time and identified in the work program. >> so over time what would that be? >> well, i would say over the strategic plan is anticipating and contemplating this work program over the next several years with the agencies but several things are in the hopper. there is a regional plan core capacity study that i had a meeting with mtc and other managers of the transportation authority and that's likely to come in and we had a grant and whether it comes in we want to lead that study because we're seeing so much pressure on the trans bay corridor and cal trans

and other areas and we believe those positions would be in the summer. possibly the ad min functions are there in the first crop because we need those now and the communications director as well. >> so you're saying that the sources funding for the positions -- >> sorry, as you will see here the sources primarily would draw from the prop k program. off the top we're at 6.1% of the operations. if we were to increase all of these -- or excuse me if we increase about four and a half positions, half of the positions it would increase up to the 7.9% level. the rest would be filled in by other grant opportunities whether it's prop k grants we would come in with other agencies as well as other sources of grants from the federal and state government. for example we have a caltrans planning grant we're hoping to receive to fund the freeway management work. tidda -- as

sponsors of treasure island program would fund us as we move toward design and implementation of that program. we're looking to shift consultant cost to staff where we're seeing up to 50% savings by doing so in some areas, and then the planning department and mta have agreed to help fund at least one position which we're appreciative of. this is the modeling position in the technology development and data analysis division to fund the senior modeler. we have a city budget request in for vision zero support that we hope to see happen. >> and could you just go a little deeper on the shift of consultants to staff? >> sure. right. in many of the divisions over the years and we found it appropriate to rely on captainant report and communications and we hired out

for that support. by bringing in a communications function in house we would see a savings of that budget hopefully about a 25% reduction in that budget, but depending on the projects that come forward we might go ahead and expand that budget based on the projects that we do, but from actual management of the work i think that's an opportunity to help rationalize spending in that area. cynthia fong in her area, finance and administration heavily rely on temps for accounting. we're always in an audit or some accounting activity, so fewer temporary staff and more staff -- there is one new staff accountant proposed to balance out expenditures as well. finally we have some opportunities to reduce our reliance on contract project managers in the planning division as well. so certainly a cost saving rational in that

but also the idea you're getting much more value than the dollars from each year's out lay on consultants. you're det getting a staff member that can be flexible and from a cultural standpoint and investment in the organization it's a more unified and cohesive staff especially when you can communicate regularly externally and internally across the organization. >> commissioner mar. >> i was going to add for the communication position i think the increase in the neighborhood transportation project and vision zero and there are many things that a regular communication person should get the framing from the ta out to the communities to and i think it's a wise choice. >> thank you. we're hoping those are the first initiatives we can have that person work on and partnership with other

agency staff. >> great. >> all right. and then so i believe that is the end of our presentation. i am happy to answer other questions. those are good questions. >> thank you for your presentation and very thorough and i really appreciate that the staffing plan comes out of your strategic plan that was unveiled late last year and based on the goals and the experience of the ta so far and looking at what we want to accomplish next year and another layer of new work that the ta has been involved in, major projects in san francisco, so i am supportive of the staffing plan, and i want to make sure what we see out of it as well where putting our goals forward, that we make sure we're communicating with ta commissioners and our offices,

so that we could be part of a more collaborative effort. not to say we don't have that but that should be part of the real effort moving forward. >> absolutely. great. >> i was going to add i am total agreement with our chair. i think the mission statement of transparency and accountability these positions help us become more accountable and transparent but clear presentation, and i really appreciate the break down of how our ta functions as well. >> thank you very much. it's great to have the opportunity to share that with the public and folks don't realize our roles and we want to make sure folks understand the role that we play and can help us be more effective in doing so. >> thank you. >> thank you very much. >> so this item we can now open up for public comment. any public comment of the public wish to comment please come forward? we will give a moment and seeing no one come forward we will close public comment.

[gavel] and we will have item live before us. >> so i move that we adopt the proposed staff reorganization plan and job classifications and the baseline. >> motion by commissioner mar and seconds. >> commissioner avalos. >> aye. >> commissioner cohen. >> aye. >> commissioner mar. >> aye. >> the item passes. >> that passes. very good. thank you for the presentations and we will go onto the next item. >> number four introduction of new items. this is an information item. >> colleagues any items or issues to introduce? seeing none we will go onto public comment and seeing no member come forward we will close public comment. [gavel] and go onto the next item. >> item five general public comment. >> general public comment.

public is now open and we will close general public and go onto the next item. >> item six adjournment. >> we are adjourned. thank you colleagues. leaders. >> hi everyone i'm patrick the director of earthquake safety forever for the stoifbl and we have the ryan white fair to teach people about the made sure soft story ordinance and connect

them with the services they need you can save thousands of lives and if those buildings are rooiftd people will be allowed to sleep in their own beds while the city is recovering. >> we're here at the earthquake ryan white center for people to comply with the ryan white or do a ryan white on their property to connect with the resources they need. i came here wondering what to do as a owner of an apartment building moderate to comply with the must rules that went into

effect last year >> we don't want to go to 10 different events people said so we advise people of the event. so we try to be incentive not everyone is going to be able to come 0 so this fans the afternoon and the einstein >> i've decided to be here it's amazing to see all those people's here it's critical to be prepared and to recover from disasters as finishing as possible. >> i've been to a lot of shows and this one was a trufk turnout a. >> since the structure the building represents the super

structure the lower part of this particle on the buildings on the corner they shack quite a bit. >> so for the floors above as shaking that top floor is fog go-go have no more mass and we saw in 1984 more structure destruction where we're ryan white this by adding a steel frame typically you want to brass in both directions and see how strong the building is. >> we've adapted a thirty year implementation program i worry about that was a retrofit requirement this is what we do to mitigate the shom and have's evacuation for the people and our partners.

i had questions about what kind of professionals are involved in this i want to start to put together a team of people to help me get through this. i'm a structural engineer and i'm thrilled at the quality of the contractors and engineers >> we've taken one civic awesome and put all the vendors in one place. >> you have financing and engineers and contractor and they come here and every we're rebuilding are that the office of the city of administer and the depth thought i environment and other partners. >> all those things one little piece of a resilient piece of -

>> and i felt more positive about things i thought about how to pay for this. >> we didn't want to have one financing option it didn't work. >> we found information about financing they are different options for different types property owners. >> we've seen them offering financially and a pool of styles for a complicated way of saying they'll be able to pay back their loans over the next two years. >> we have 3 options and secondly, to get a loan for the ryan white and the third becoming in the past program

participants in that. it is encouraged along coastal easier where we have set time like sand and a high water table to a cause the sand to shake i'm going to get this visitation on the same bridge you'll see the water come to the surface this knocks the foundation over and pushes out the ruptured pipeline >> it is intimidating i'm talking to people as a layman who needs help. >> this is a difficult process for people to navigate we're

only focused on outreach so we've got the informational and we've spoken to many different owner groups and community groups all across the city. >> outreach is critical for the retrofitting program the city has to get out to the community and help people said what they have to do and do it and raise finances so this program is an advocate and resource for the community. >> so why not skip to the theme. foremost and most to come we've been presenting community meetings and going face to face with community owners and helping people understand what to do

>> you may be wanting to know about the sf green but this will allow you to have is a loan for the property so if you have the property the loan will be summoned by the new owner and this is pay back for your property taxes and the low rates this is a fantastic option. >> i'm in favor of the program obviously we're going to have a earthquake this is from an investment stewardship. >> after a few minutes with folks even if you don't agree you understand the concept. >> we've talked about being able to do this now we're going to be forced to do this it's a good thing but to pay for it. >> it's not only protecting their property but every dollar is for mitigation it truly is

protecting our investment overall the city. >> it's the right thing to do. you can look at the soft story building and theirs like the buildings that collapsed in the earthquake and your shufrtdz to see this >> people are getting caught to get this done and if people can find a place in our homes of shelter it will keep people in their homes. >> together we'll work out of getting out of 0 disaster and making the community bringing back to what we love.

>> as a level of folks we've talked about we make recommendations to make everyone mitigated their soft story problems no other jurisdiction has tried to tackle this ordinance and we're set to have our program complete by 20/20. >> the quality of the people are here because of the leadership. >> it's a great conversation statewide how to do this and i can only stress this enough if we didn't have the community of the san franciscans that are concerned people, you know, talking about our financing is options and our engineering requirement if you altercated all our work it's consensus driven to provide options we

don't have one path but one relative for people to get there. >> it's been an excellent consumption of the services i think i'm going to need if i go through this yeah, i'm very

>> good afternoon and welcome to the san francisco board of supervisors land use and economic development committee. i am scott wiener the chairman of the committee. to my right is supervisor kim the vice chair and to my