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. you.

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>> good morning, everyone, welcome to the san francisco board of supervisors budget and finance subcommittee, i'm mark farrell and joined by mar and avalos. >> please silence all cell phones and other device and complete your speakers and documents to be submitted to the clerk, items on the may, 6th, board of supervisor's agenda, unless otherwise stated. >> thank you. >> we have a number of items, including one hearing, and so could you please